On this episode of the “AI Wisdom – Talking Innovation in Insurance” podcast, host Ron Glozman speaks with Chris Paradiso, Owner, Paradiso Insurance about what it takes to be the insurance agent of the future and how embracing technology can help agents stay competitive and deliver an exceptional digital customer experience in the post-COVID world. Click the play button to listen or read the full transcript below.
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"Insurance is a relationship business. I will always believe in that. It's trust-driven and trust-driven simply means you need to have a digital strategy. You need to have a brand strategy. You need to have a social strategy. You need to have a data strategy. It's nothing other than being able to bring the relationship back." – Chris Paradiso, Owner, Paradiso Insurance
Ron: Hello, and welcome to “AI Wisdom – Talking Innovation in Insurance”. On this podcast, we talk to business and insurtech leaders about how artificial intelligence is transforming the way we buy and sell insurance. I'm your host, Ron Glozman, founder and CEO of Chisel AI, and a strong believer in the power of AI to help people work smart and enrich their lives. So, let's get into it.
Many facets of insurance are evolving, some faster than others. Change on several fronts has been accelerated by the impact of COVID. With stay at home orders, social distancing measures, and phased approaches to businesses reopening, the effects of the pandemic have been felt across the entire insurance value chain disrupting traditional distribution channels and producers. Insurance agents, independent agencies, and brokers are being forced to quickly adapt to the new normal. So, what does the insurance agent of the future look like? What leadership style is needed? How do they embrace tech modernization to remain competitive and deliver an exceptional experience that goes above and beyond what customers expect in the ever-changing post COVID world?
I'm very excited and pleased to have with me today, Chris Paradiso, Owner of Paradiso Insurance, join me as we discuss the insurance agents of the future. Welcome, Chris. Before we jump in, can you please introduce yourself?
Chris: Thank you for having me, Ron. Yes, I'm Chris Paradiso, Owner of Paradiso Insurance. We opened up June 19th, 2006. I've been in the business since 1998 and started off in the life and investment industry as a salesperson and just gradually went into property and casualty, and liked it so much that I gave up my securities license. I do still sell life insurance but I'm passionately in love with the P&C industry.
Ron: Love that! So, I'd love to hear... you are very well-known in the industry. You're also very passionate. I think that's what a lot of people know you for. You're very passionate about digital marketing. We'd love to hear about why you're so passionate and bullish on leveraging digital marketing and the power that it brings you.
Chris: I think the passion really comes down to not digital. I know people say you're passionate about digital marketing and I am passionate about digital marketing. I'm passionate about social media marketing. I'm passionate about data. It all equals one thing, I'm passionate about the customer experience.
I believe in customer service being one aspect, but the customer experience is even a broader, more effective opportunity for agents. If we don't focus on customer experience with all the competition out there and the ability to buy insurance within seconds from their iPhone to online to just about everywhere. I believe in digital marketing because I believe it's a key to giving a great customer experience. That's why I'm passionate about it.
Ron: I love that, and I think that's so important because that's one of the main differentiators. On your website, I really like how you actually stated it. You said, "Are you going to work in your business or are you going to work on your business?" and I think those are two very small words, but they make a huge difference. So, I would love for you to explain what that means to you, the difference between in your business versus on your business and how that actually applies to the agents of the future?
Chris: Sure, I think they are enormously small words, but if you're going to be successful in this industry, which as a very close friend of mine, Frank Sentner, who created Sagitta Management System and then sold it 25 years ago and does an awful lot in the InsurTech world, but does a lot in the insurance industry. He's the insurance giant that a lot of people don't know.
Ron: He's also known, I believe, as the insurance Santa for his famous beard.
Chris: He is known as the insurance Santa. If you have met him, he looks like Santa Claus. And he volunteers an enormous amount, loves to dress up as Santa, and does a lot of volunteerism. Where I was going with this is, really, on your business and in your business, they really need to be defined. I would highly recommend everybody, a few agents, younger agents, reached out to me, and when I tell them, "Hey, I'm willing to work with you. I'll give you a few hours," what would be the first outline that I would give these people who really want to identify and grow their businesses? Over the next three weeks, you're going to put an O or an I next to every task you do from the second you walk into your office or if you're like me, who's always thinking about business, I wake up every day at 3:30, start my day at 3:45, write down everything you do from the time you wake up, or if you're somebody who separates business and pleasure from the time you get into work, an O and an I is what's going to end up identifying you on every task.
So, if you go in and you turn on the lights, you're working in the business. If you go in the office and you start answering the phones, you're working in the business. If you're changing ID cards, you're working in the business. If you really want to change those habits, you have to identify the O and the I's.
Once you identify the I's, then you need to hire to be able to stop working in your business and start working on your business.
What I really mean by the on your business is marketing, getting out and networking into community events. Obviously, that's changing on how we're networking with community events with COVID, right? How about getting into schools and giving away bikes for reading? That's being a community activist. Building that community brand, whether the community is a town, a city, a state or country, all of that will change the way you will grow your business because you cannot grow your business if you work 100% in your business. You can't. You have to focus on, on.
Then you have to figure out when you get to the financial stake of being able to say, "Hey, I'm going to take these tasks away from me because these are stopping me from working on my business." I did that in 2008 and in 2010, my focus in January of 2010, my 100% focus was I need to spend 90% of my day working on my business and less than 10% in my business. I still today I have an accountability coach, we just had a meeting. Every Friday we meet at the same time. We each get 15 minutes and we hold each other accountable. And our weekly rhythm tasks have an O or an I, so that we are monitoring to make sure what we're doing and are we working on our business. It's just critical to growth. It's critical for your future, for the vision of your agency and its future depends on that.
Ron: I love that! That's so powerful. And that last piece on the accountability coach or partner, having someone who's there to work with you through the highs and lows and there to make sure, you know, you're sticking to the cadence, I think that's so powerful. A lot of people often times don't have that. Now, I'm curious, you touched on COVID-19 and the fact that there have been new pressures, especially between the relationships between agents and policyholders because you are very unlikely to be able to go and see them. So everything, for example, has to be done remote and I know some of the people we talked to they moved away from paper billing to e-billing and DocuSign, instead of wet signature, and there have been many, many, many changes that they've had to go through. What are some of the tips that you would give out to agencies or agents who are thinking about how they can nurture and maintain a strong customer relationship during this time?
Chris: Ron, that's a great question. I'll tell you what irritates me about that question, not that you irritate me at all, but what irritates me about that question is, is that our industry is talking about e-signatures. Okay? If COVID-19 did not hit... I had a rep from a super regional carrier, and I won't say the name of that carrier, but she advised me that 3% of her agents in the state of Connecticut, 3% had e-signatures. Are you kidding me? Why are we...? I mean, COVID has changed that. And, you know, there's a lot of positivity. You know, some people are going to think this is crude. Amongst oceans that roar, skilled sailors become really skilled. Skilled sailors do not become skilled sailing through smooth seas.
COVID is a storm and through this storm, agencies are forced, which they should have been doing before, forced to do e-signatures. E-signatures save time. They save the agency money. They take away the aggravation for the customer.
There are so many positivities but I'm not sure if agencies just didn't have the vision and why or if they just were too cheap. I'm not sure. But that's what irritates me is that we have to have vision. And if you really want to look at vision... I love a show on history... anybody that has Netflix please do me one favor, I promise you as an agent or as a business owner, watch the... There's an eight series on history and it's on Netflix called The Men that Made America. Okay and what you're going to see right off the bat and I'm going to give you the secret sauce of every super-successful billionaire, they had a vision and they jumped ship on top of their game. That sounds easy. Ok.
Vanderbilt created the greatest waterways and the ability to be able to take shipping and create waterways. He was the first one in the 1860s. On top of his game, he literally sells out. He sells out of his industry. The industry he knew, decides to jump in an industry unknown. Nobody even talked about it. Railroads. Can you imagine? That's, like, saying, you know, Bill Gates is on top of his game, which he's been on top of his game, it's long overdue, right? He literally sells out and then goes and he starts... and you took a guy that's maybe worth a billion which, ok, Vanderbilt, a billion sold out, I believe is a billion or $2 billion, he turned it into $20 billion, $30 billion. I mean, it's just remarkable what he did.
But the sauce and it goes on to other great...and granted a lot of people will say they were tough, they were crude, they were not the nicest of men, I can't argue any of that, but one thing they all had, which was the secret sauce, they had the guts to leave their comfort zone.
They made something big and they jumped ship. They literally jumped in the middle of the ocean saying, "I wonder what I'm going to do." They knew what they were going to do, but it was uncharted waters and greatness comes from finding and taking chances in uncharted waters. Talking about e-signatures are not uncharted waters. Let's talk about data. What are we doing with data? That's uncharted waters. Everybody's talking about data but what are we actually doing about data? Do we have a strategy? Do we have the ability to read data? Are we doing something? That is being visionary.
Ron: I love it. And so, you're clearly no stranger to challenging the status quo. What advice would you have to people who are, you know, standing on the sidelines not quite sure whether to embrace change? Jumping off at the top of your game is scary for sure and so what advice would you share? What are maybe some steps you can take, if you're on the sidelines, you're not quite sure, maybe which side of the ship to jump off because you can go starboard or the other side, any insight on that?
Chris: The first thing you do if you're standing on the sideline, you gotta look in the mirror and look at yourself. Are you willing to challenge and become uncomfortable? If you're not, maybe you should sell and a lot of people will say, "Well, I don't wanna sell." Well, being average in this industry, unfortunately, you could be average 20 years ago, but today with the rapid changes of technology, it's forcing these average agencies to decline in value. I'm not criticizing them at all. Everybody is not a risk-taker. I get it. But the first thing, if you are standing on the sideline and you want to make a change, the first thing you should do is pick up the phone and call people, agents, who you feel are visionary doing something different, challenging, maybe doing something that you don't like. Challenge yourself to call them and say, "Okay, I want to hear about your data strategy. I want to hear about your data program." You know, I get this commonly is data is like digital marketing. You're taking everything and you're taking the human out of it, and relationships matter. Absolutely not. Digital, data, social is putting a stronger emphasis on relationship building.Insurance is a relationship business. I will always believe in that. It's trust-driven and trust-driven simply means you need to have a digital strategy. You need to have a brand strategy. You need to have a social strategy. You need to have a data strategy. It's nothing other than being able to bring the relationship back.
Why I'm saying all that is, is because if you're standing on the sideline and you look in the mirror, and you're willing to challenge, and say, "You know what? I'm willing to invest some time in the future of my agency. Okay, where am I going to be? Where do I want to be?"
Then you need to reach out to other agents, who you may feel that are challenging the status quo, whether it's digitally, socially, data-wise, and really ask the questions. Invest the time to put yourself out of your comfort zone and ask those questions because I think the secret sauce of this is really can you look in the mirror and can you adjust in the sense of being...and putting yourself in an uncomfortable situation?
E-signatures, that may be super uncomfortable for you. It doesn't matter if it's uncomfortable for you right now. If you don't do it, how do you get the mail to the people? I don't know if you guys in your parts of the country, I know you're up in Canada, Ron, but I'm telling you, the mail is moving at a snail's pace because of COVID and they are having issues. I get it. So, why would we be relying on paper when we can rely on such an easy tool as e-signatures? My only point on that is if you're not willing to challenge yourself and get uncomfortable, then you really should sell because your stock is not going continue to appreciate, it's going to depreciate because you're not embracing technology and change.
Ron: So well-said and so powerful. On the final note on COVID before we talk about some of the other topics here, what have you noticed are some of the changing expectations? You touched a little bit earlier, like, maybe people want to buy it on their iPhone, or maybe people wanna buy it on a website. What have you noticed are some of the things that people are looking for whether that was because of COVID, accelerated due to COVID, or completely irrelevant and it's just the way the industry is going?
Chris: First and foremost, what COVID has done is it's given a lot of people a lot of time. And with time comes what? People think. If you place a call or they place, let's just take a hypothetical situation, if a customer places a call or a prospect places a call to your agency today, and you tell them, you know, "Let me look into this and let me get back to you. Let me quote this out. Let me get back to you." Time is of the essence. You know why? They've had a lot of time. A lot of people are still sitting at home. A lot of people... have the time you did not have before. Even now people wanted to buy insurance... You know, 15, we'll get you 15, right? That's the Geico ad. Well, 15 now is a very long time. Because if somebody is looking for an answer, and they have a lot of time on their hand, and it's of importance to them, it better be of importance to you.
So, I think service is going to change rapidly because people, they wanted things within minutes. I think they wanted them yesterday now. People don't have a lot of time. So, I definitely see that being an issue. The other thing is if you don't have a retention strategy, and you're not calling your customers, please tell me... I hear this all the time. Agents say, "Well, why would you wake a hibernating bear?" Let me tell you, your customers are not hibernating bears. They are being sought after by Geico, and Progressive, and Travelers, and every other direct writer who's pounding them.
Have you gone to your mailbox lately? In the last 30 days, how many pieces of mail do you think you got from a direct writer? I can assure you it's probably been 30 in the last 30 days. It's amazing on how much they are poking the bear, that hibernating bear. So, a retention strategy, I think is absolutely critical. Why? Because you need to first communicate with your customer more. And secondly, you need to do an account review because things have changed. An awful lot of people now have dogs that maybe didn't have them. Kind of surprising with COVID? Maybe because they're home more, people are working from home more. It allows them to be able to have a dog. So that account review is critical, and the end result of that account review is we as agencies need to be taking the temperature of our clients and prospects of pricing. Are they struggling? Are they laid off? Being able to really understand the situation so that we can retain that business. I think retention strategy if you do not have one, you better sit down and focus on that.
Ron: So, we're going to take a quick 20-second break to tell you where you can find more information and insights about insurance innovation. We'll be right back.
[If you liked this episode of AI Wisdom, subscribe to our blog, Writing the Future: AI in Commercial Insurance at www.chisel.ai/blog for feature articles, interviews, opinions, and more.]
We're back with our featured guest, Chris Paradiso. Let's jump right into the next question. COVID-19 aside, what are some of the other trends you think are going to have a big impact on commercial insurance in the short-term?
Chris: Well, I think the first thing is, is that, and I believe this has been happening in the last five years, I believe this will speed it up tremendously as you're seeing businesses really evolve in front of you. You're not seeing that standard business. That standard business, you can't assume there's a standard business today. What I mean by that is, there are so many underwriting questions of a standard business that I think carriers are going to have to change. If not, they're not going to be able to write business because consumers are asking businesses outside of their realm. For example, you might take an everyday builder, which let's say he builds a new house as well. He may not be building new houses; he's now doing additions. Not just doing additions, he may be doing roofing. They're evolving because of the circumstances. Some people do have money, some people don't have money. The economy, looking and forecasting out, the economy right here for the housing market in my area, in my state is booming because there's not enough properties for sale right now. Land is not moving in the same way. So, what does that mean? Well, that takes a builder and forces a builder to start to reshape their business and I think it's been happening because people are evolving.
I think, for small business, carriers are going to have to adapt to their appetite and understand that a standard business is not a standard business today. Most businesses are evolving and changing, and the risk is broadening. So, I think both agents and carriers are going to have to evolve in order to understand that appetite.
Ron: And the appetite is ever-changing, as you pointed out?
Chris: Yes, and it's ever-changing in a very fast way. In our industry, it doesn't change fast both from the carrier side and the agency side. I'm not knocking anybody. It's just that the industry is a very old industry and evolution and speed has been very slow in the past. I don't see that now. I don't feel that now, We're on a train and if you're on the tracks, you better get off or you're going to get run over. And we have to adapt. We have to change.
Ron: So speaking of change, I think there's a lot of emerging technologies, like RPA, AI, you know, telematics, and self-driving cars, and a lot of cool things are going to be really game-changing for the industry. In your opinion, where do you feel like these emerging technologies can have the biggest impact? What are you most excited for?
Chris: I'm most excited for data and I think there is a lot of slices of pie within data. So, we can talk about consumers. We could talk about behaviors. You know, do I love AI? I do. You know, data is that new hot button that everybody talks about, but who actually has sat down and have a data strategy? Most people would say, "Well, we don't because what could we be doing with our data?" That's the biggest question I get and the reason why I love data is, is because men lie, women lie, but data never lies unless if it's not properly placed inside of a management system. Correct? If you don't have clean data, you're not going to have...and clean processes and procedures, meaning if people aren't data entering things uniquely, in the same way inside of your agency, well, you're not going to have clean data. And not clean data is basically giving you, false images of what you're really looking at. But clean data, so it starts with a process and procedure. By far, I'm most excited for that and the reason being is, is because I think it's the number one thing that's going to help me identify when my clients are unhappy and when my clients are happy.
So that data is going to be able to help me with my retention strategy and help us with our branding strategy because unhappy customers will tell 10, right? A happy customer will only tell three.
So, I think when we talk about a Net Promoter Score, which a lot of articles are written about, imagine having a live update, a real-time Net Promoter Score. Most people say to me, "Well, Rocket Referrals does that." No, Rocket Referrals is great. We love Rocket Referrals. Rocket Referrals' Net Promoter Score plays a role and it's built within our data strategy. But it's something called a SentiMeter Score, which is a live Net Promoter Score, which is simply saying, Ron, if you filled out...and you're a client in my agency, you filled out the email, which is the Net Promoter Score from Rocket Referrals, and let's say you filled it out 30 days ago, but meanwhile, you placed a phone call yesterday and we're looking for an ID card and you sat at the dealership for an hour and we dropped the ball, and we didn't send it, you went home, and the next day it got there, and you went to pick it up, you're probably not too happy. But the Net Promoter Score that you said a month ago, you gave us a 9 out of a 10. Well, this SentiMeter Score is going to tell us that you're unhappy so that we can fix that. That's what I'm super excited for. I'm also excited for data.
Being able to use consumer data is going to help me in the very near future to be able to identify people of risk and risky behaviors, and just their risk level so that I'm going to be able to do a better job on placing business.
If you're a standard and let's just say you're a really good risk and you don't have the risky behaviors, such as smoking cigars on a regular basis, scratching lottery tickets, then I'm going to be able to identify people and be able to place them in the right carrier. So maybe a nonstandard would be better in a high-risk person who smokes cigars on a regular basis, scratch lottery tickets, filed a bankruptcy in the last 24 months, maybe we should be placing them with Progressive.
So, it's going to be allowing our agency to place better business to become a better partner with our carriers, and to be able to become more profitable.
I know that's a mouthful, but data is very high on my list and we're investing and have been investing in the last year and a half significantly. The last six months have been tremendous because we have a data strategy and we are implementing and looking at our data every single day. So, we are reading the data off of every single phone call and we are reading data out of our management system every single day, which has been instrumental in helping us become and give a better customer experience.
Ron: If you're comfortable, can you give us maybe some of the high-level results? Like, have you seen the Net Promoter Score go up? Have you seen net premiums go up? What have been some of the results of that?
Chris: Well, I will be brutally honest because it's only...the data we have and being live and tracking everything is a little over 90 days. So, what we're seeing is we're able to identify... I can't tell you, are we retaining more? It's only been 90 to 100 days. But I can tell you that we're identifying people who may be unhappy with us and also identify people who are really happy with us so we can reach out to them and ask them for a Google review.
So, what we're identifying right now is instrumental in building culture because the key factor is unhappy customers play a role in killing agency culture. So we feel that it's helped and is going to continue to embrace and help the culture of our agency, and firmly believe it's going to help in our retention strategy, also believe it's going to help in our referral strategy.
I don't actually have numbers right now. I'd be lying to you. It's too soon. But the feeling in the agency, the feeling of my teammates, the feeling of my leaders inside my agency, they're totally embracing it and loving it and it's game changing.
Ron: I'm confident the numbers, once there's more long-tail will speak to it. Now, I'm curious because I know you're very involved with Insurtechs and I'm curious to hear how you see that synergy between Insurtechs and agencies and being able to deliver a better customer experience.
Chris: I think Insurtechs are... they're a catch-22 and take that with a grain of salt in the way I just said that. What I mean by it is, there are some Insurtechs that I've run into that clearly looked me dead in the eyes and say my only goal is to find a way to put agents out of business. You guys are my competitors. That's fine. That's why we live in America. We live in a free world. You're in Canada. If competition is good, no problem. The misconception is a lot of agents don't really know and embrace the InsureTech world because it's looked at as you and I are swimming in the same pool. And if there is a shark, and there are two sharks and one fish in the same pool, Ron, we know what's going to happen. Only one shark is going to get that fish, right? And we're really not competitors. Most InsureTech companies are not competitors of agents and I think agencies need to understand that. We need to embrace it. We need to be showing up at InsureTech events. We need to be partnering in the senses of not just saying investing money, but partnerships and saying, "Hey, Ron, I need you and what you're building, I need to see that. I need to show you how you can help us make this process faster and more profitable.” And that partnership is absolutely critical to the insurance agent.
I think if agents are going to continue to win, and I say continue because some people say they're not winning, continue to win, I think insurtech is going to play a huge role because you are going to help us become more profitable, become more automated, help take out human eyes, and human error, and be able to really streamline, and help our processes so we can spend more time on the relationship and building that trust.
Insurtechs play a very vital role to the agency. I just feel that I'm not sure that we're not looking at each other the wrong way. I think we need to really look in the mirror and really open our minds to the insurtech world from the agency side, and vice versa. I think if I was to criticize the insurtech with one thing I would criticize to say, before you come in and want to sell a product, please invest the time to come in and really analyze how insurance agents are doing things so that you can really understand on how you can make that process better, faster, quicker and more profitable. That would be the one thing, I would love to see more Insurtechs open-minded to say, "Hey, let me come in and see how this process works. Let me dive into this. Let me find your pain points." That's the only criticism. Some are going to compete against us. That's okay. I'm okay with competition. I love it.
Ron: I agree. From my perspective, I think you're right. Like, I think most Insurtechs are not competitive. I think as, there are some that can be, fully digital brokerages that could be competitive. But in my experience, by and large, I think there's definitely an opportunity for a symbiotic positive relationship.
Chris: Absolutely feel that. I just hope agents and insurtechs open their minds and they listen to this and say, "Hey, let's not look at the agent as a competitor. Let's not look at the InsureTech company as a competitor. Let's look at them as a partner and how do we figure this out? Together, we are much stronger than separated."
Ron: I want to offer my congratulations. You guys just recently published the latest issue of Last Agent Standing. Can you share with our listeners where they can get a copy and maybe some of your key highlights from this issue?
Chris: Sure. First off, for those that don't know, the Last Agent Standing is a magazine that's produced by Paradiso Presents and that's where they can purchase it. It's www.paradisopresents.com. One hundred percent of the profits go to charity, Ron. The magazine was purposed for two reasons. First off, how do we open the eyes of agents with what I feel is cutting edge and not just me, what's the industry embracing? Is it AI? Is it chatbots? Is it data strategy? Is it automation, like what your amazing company does, is it digital? Whatever it might be, we're trying to be a little different and a little different in the senses as we never wan to compete with our good friends at Rough Notes. We love Rough Notes. They cover agents and they cover industry changes, but I want to cover and write about and invite people to write about cutting edge. What's going to change the industry? What are you doing differently? And that's really what we focus on and it's hopefully a magazine that will help inspire agents to be visionaries to really look out to the future and try to embrace some of the changes. That's what the magazine is all about. You can get it electronically at Paradiso Presents or... We do not order a tremendous amount. We have limited supplies of print. Once they sell out, they sell out. And great, great agents and Insurtechs... Ron, you wrote a great article in there, Seth Zaremba of Zinc who's also Neon or B Atomic, great innovator Raghav from Tarmika, which is a great tool that we're utilizing, which is a small commercial rating system. I don't want to say that's hugely visionary. They've been visioning this for 20, 25 years and talking about it, but Raghav actually has a product that works and we love – it's Tarmika. Raghav wrote a great article on the importance of basically opening our eyes to guys like me who are going to do away with small commercial because it's just not profitable for the agency.
But when you bring in a product like Tarmika, which is why I embrace the InsureTech world is that product alone changed my whole strategy of where we were focused on, mid and large. We are now focused on small because we can become profitable because of a great InsureTech startup, like Tarmika.
So that's a few of the guests. Bradley Flowers, writes a great article on Instagram in how we should be utilizing it and so we have a little bit on everything from email marketing, to social, to digital, to data. Aureus Analytics, our data company that we're utilizing to read our data, has a great product called DONNA, they wrote a great article.
And then why it was founded was to help agents, Ron, and I'm sorry to carry on but it also was founded to help people like my sister who are special needs. My sister was born with intellectual disabilities. For those that most people don't understand, it's basically her brain stopped developing at a very, very, very young age. My sister's capacity is at a first-grade level and what we do with that money, is we're able to give back to organizations, nonprofits that help take care of group homes and people like my sister, and not just my sister, people who are on the spectrum, who have autism and people who can't really go to work and they can't help themselves.
So, my sister lives in a 24-hour care group home and we're able to generate money. And like I said, 100% of the profits go to a great cause. And one interesting thing, two agents who work in our industry wrote beautiful articles on their children. One of them is similar to my sister with intellectual disabilities and the other one has autism.
If you read those articles and you don't cry, there's something wrong, you're not human because it shows what great, great agents but more importantly, what great human beings these people are. I want you to not only grasp visionary, but I want you to grasp more respect, honor, love. I mean, when you read these articles of these two great young people, just because people are born with intellectual disabilities or autism, there is so much you and I, what "normal people" can learn from these people. It's inspiring!
All I ask you to do is open your heart when you read these and just amazing, amazing parents, amazing agents. I absolutely love putting this magazine together.
It's a passion of mine because I love it. I love brokers, I love agents. I love the insurtech world. I love the industry. And I love being able to give back to people who can't be you know, "normal." They're a little different than us and they're just wonderful, wonderful, wonderful people. And it's a great way for us to give back.
Ron: Love it! I hope everybody checks that out. We'll put up the links. If you check this out on our blog, we'll put out a link in the blog. Of course, Chris spelt it out for you. So, Chris, thank you so much for sharing your time with us. If people want to find out more about you and Paradiso Insurance, where can they find you guys?
Chris: You can go and just google Chris Paradiso insurance agent. We spend an awful lot of time pulling that up. You can reach me at my email if you'd like at my first initial C, last name, Paradiso, email@example.com. If you want to call me, you can just pick up the phone and call me, 860-836-1230 is my cell phone. Agents call all the time. I love connecting with other agents and insurtechs. Please pick up the phone and call me and introduce yourself.
Ron: Awesome. I'm sure people will take you up on that. Thank you for the very generous offer, Chris.
Chris: Thank you for having me, Ron.
Ron: That’s a wrap for this episode of “AI Wisdom” hosted by Chisel AI and me, Ron Glozman. Thanks for listening.
Join us next time for more expert insights and straight talk on how AI and insurtech innovations are transforming the insurance value chain. See you on the next episode!