- Producer & Agency Development
Build producers who can build enduring businesses.
Onboarding, training, pipeline discipline, leadership development, technology enablement, and business-quality coaching based on finalized programs.
- Capability before scale
- Quality with growth
- Leadership that multiplies
- Meet the producer where they are
Development should change as responsibility grows.
Select a stage. Finalized WSG programs can align skill-building, activity, supervision and leadership expectations to the producer’s current role.
- LAUNCH
Turn licensing into a controlled start.
New producers need a clear sequence for contracting, required training, systems access, market focus, supervised activity and early case support.
Ready to Operate
Licensing, appointments and required training confirmed.
Clear market
Defined client profile and approved offer focus.
Daily rhythm
Prospecting, follow-up and learning blocks established.
Supervised cases
Early opportunities reviewed before recommendations.
- BUILD
Convert inconsistent effort into a repeatable pipeline.
Developing producers need sharper qualification, discovery, case execution, follow-up and review habits supported by visible metrics and regular coaching.
Pipeline control
Stage definitions, evidence and next actions.
Discovery depth
Connect recommendations to documented needs.
Case quality
Complete files and earlier specialist support.
Client stewardship
Delivery, service, reviews and referrals.
- LEAD
Shift from Personal Production to Team Capability.
Emerging leaders need a coaching system, role clarity, scorecards, meeting rhythms and escalation paths that improve team judgment without weakening accountability.
Coaching cadence
Observed work, feedback and commitments.
Operating reviews
Pipeline, cases, quality and capacity.
Talent development
Skill plans, mentoring and readiness.
Risk escalation
Surface conduct, client or data issues early.
- SCALE
Build an agency that can grow without losing control.
Agency leaders coordinate recruiting, economics, markets, technology, management depth, quality systems and succession around a coherent operating model.
Capacity model
People, roles, systems and service levels.
Revenue quality
Mix, persistency, margins and concentration.
Leadership bench
Managers who can coach and decide.
Governance
Authority, controls, reporting and succession.
- A practical 30 / 60 / 90 sequence
Onboarding should create observable readiness.
Final program details, timing and requirements will depend on the producer’s role, licenses, jurisdiction, carrier relationships and approved curriculum.
- DAYS 01–30 / FOUNDATION
Learn the system
Establish permitted activity and the operating baseline.
- Licensing, appointments and background checks
- Required CE, product and firm training
- CRM, secure-data and workflow access
- Market, message and discovery fundamentals
- Supervision and escalation map
- DAYS 31–60 / APPLICATION
Practice the work
Use coached activity to convert knowledge into behavior.
- Prospecting and referral conversations
- Discovery and needs framing
- Case preparation and illustration literacy
- Pipeline review and next-action discipline
- Observed meetings and feedback
- DAYS 61–90 / CONSISTENCY
Demonstrate control
Show repeatable execution with documented quality.
- Qualified pipeline and forecast accuracy
- Complete, suitable and timely case files
- Placement and delivery workflow
- Review, service and referral habits
- Individual development plan
The 30/60/90 sequence is an illustrative program framework, not a promise of licensing, appointment, contracting, production, income or promotion. Only finalized and approved program documents control.
- Pipeline discipline
Every Opportunity Needs A Stage, An Owner and A Next Action.
A shared pipeline language lets producers coach the work, leaders forecast capacity and case teams intervene before momentum is lost.
Attract
Approved audience, channel and message.
Qualify
Need, fit, authority, timing and scope.
Discover
Goals, risks, resources and constraints.
Design
Strategy, case facts and alternatives.
Submit
Complete, secure and authorized case file.
Deliver
Decision, documentation and implementation.
Steward
Service, review, referral and retention.
Activity alone is not advancement. Stage movement requires defined evidence, complete records and compliance with applicable supervision and documentation standards.
- Training architecture
Teach Judgment, Then Reinforce It In The Workflow.
Finalized programs should connect knowledge, practice, observation, coaching and evidence of competent execution.
Market and Client
Ideal client, approved positioning, discovery and problem framing.
Relevance
Insurance fundamentals
Product categories, contract mechanics, guarantees, risks and appropriate use.
Knowledge
Case development
Needs analysis, underwriting preparation, illustration review and advisor coordination.
Application
Sales execution
Prospecting, qualification, recommendations, objections, decisions and follow-through.
Practice
Compliance and Ethics
Licensing, training, communications, suitability, replacements, privacy and documentation.
Control
Leadership
Coaching, accountability, delegation, talent development and operating reviews.
Leverage
- Business-quality coaching
Production matters. So does the quality of the business behind it.
Scorecards should balance growth, client outcomes, execution quality, compliance and the durability of placed business.
PIPELINE
Qualified activity
Right audience, discovery completion, next-action discipline and forecast integrity.
CASE
Submission quality
Complete facts, justified need, suitable design, secure records and fewer avoidable corrections.
CLIENT
Decision quality
Clear alternatives, documented rationale, understandable disclosures and no unsupported claims.
PLACEMENT
Placement health
Issued-to-paid results, cycle time, funding completion and delivery requirements.
STEWARDSHIP
Persistency and Service
Policy retention, scheduled reviews, beneficiary updates and responsive client service.
LEADERSHIP
Team capability
Coaching cadence, skill improvement, bench strength, role clarity and accountable execution.
Metric definitions, targets, compensation effects and performance consequences must be finalized, approved and communicated before use. No single metric should encourage unsuitable sales, incomplete files or client harm.
- Technology enablement
Use The System to Reduce Memory Work and Reveal The Next Decision.
Technology should support a disciplined producer process while protecting client information and preserving required records.
Access follows role. Producers receive only the systems, data and permissions required for approved activities. Sensitive customer information belongs in approved secure workflows, not personal email, unmanaged devices or unapproved apps.
CRM as the source of truth
Contacts, consent, opportunity stage, next action, ownership and documented activity.
Workflow and Case Management
Requirements, handoffs, status, escalation, service levels and audit trail.
Learning and Certification
Assigned curriculum, completion, assessments, carrier training and role readiness.
Dashboards and Coaching
Pipeline flow, case quality, placement, service and leadership indicators.
Secure information handling
Approved storage, transmission, access control, retention and incident escalation.
- Leadership development
The next level is a different job, not just a larger number.
Advancement should reflect capability, judgment and responsibility as well as results.
PRODUCER
Own the work
Manage activity, discovery, case quality, client commitments and personal development.
MENTOR
Model the standard
Support peers, demonstrate sound judgment and reinforce approved operating practices.
MANAGER
Coach the system
Develop people, inspect pipeline, remove barriers and escalate quality or compliance issues.
AGENCY LEADER
Build capacity
Align talent, economics, markets, systems, governance and succession for durable growth.
- Explore program fit
What capability should your agency build next?
Submitting this form does not create an employment, contracting, agency, supervisory or advisory relationship and does not guarantee licensing, appointment, compensation, leads, production or advancement.
- Program questions
Development works when expectations are explicit.
No. Participation or completion does not guarantee licensing, appointments, carrier contracting, leads, sales, compensation, promotion or business results. Finalized program and contracting documents control.
No. Producers must maintain all required licenses, appointments, continuing education, product-specific training and firm or carrier approvals before engaging in regulated activity.
Final scorecards may combine qualified activity, pipeline progression, case quality, placement, persistency, service, documentation, client outcomes and leadership behavior. Definitions and consequences must be finalized before implementation.
Not automatically. Supervisory responsibility depends on the producer's contracts, licenses, firm affiliation, carrier relationships and finalized program structure. The responsible insurance agency, insurer or securities firm retains duties assigned by law and agreement.
Only information permitted by WSG policies, client consent, applicable law and the producer's role. Nonpublic personal, health and financial information must remain in approved secure systems with appropriate access, retention and incident controls.
Potentially. Role, market, product authority, team maturity, systems and leadership needs can inform the design, but scope, curriculum, metrics, fees and responsibilities are not effective until finalized and approved in writing.