Maximizing Business Value

Knowledge is power. We all know this. But then why do so many insurance buyers continue to commoditize a product as complex as insurance? Candidly, I think it falls on the brokers. We've conditioned them to commoditize us and that is 100% our fault. Historically, brokers at large have done a poor job of educating clients and providing value outside of the simple act of placing insurance. The insurance buying process has historically been driven by two methods of purchasing: 1. Quoting with multiple agents in an effort to secure the lowest price (this never works and never will, by the way) 2. Working with an agent/broker who you are related to or enjoy golfing with This is NOT to say that relationship building is not important. It is absolutely critical. We all want to work with people we know, like, and trust. All I am saying is, that should not be the only factor you base your decision off of. I have found that (finally) the dynamics are shifting in the right direction. Insurance buyers are more hyper critical of insurance today than they ever have been, thus demanding a higher level of expertise and out-of-the-box thinking from their broker partners. The reality is, businesses face more risks today than they ever have before and this requires a higher degree of critical thinking from brokers. The quality of your broker matters. Don't wait until a claim happens to learn the difference between a middleman and a trusted advisor.

Buying insurance based on price can ruin you. Geico, Progressive, Liberty Mutual, Next, and others have done insurance customers a disservice by focusing on price in their ad campaigns. For years, small business owners have been bombarded with ads that portray insurance as something cheap and fast, rather than focusing on the importance of coverage. To the untrained eye, all insurance products can seem identical. When comparing, many take a "Kayak approach" to shopping, focusing solely on price. They don’t realize that what they've purchased is the insurance equivalent of an economy ticket on Spirit Airlines—they assume it will get them to their destination, but they’re unaware of the potential pitfalls: multiple layovers, lost baggage, and unexpected turbulence, possibly leading to catastrophic outcomes. What they should be aiming for is the first-class experience offered by Singapore Airlines. The irony is, the cost difference in insurance isn’t as drastic as it is between these two airlines. The return on investment for choosing the right policy with the right coverage far outweighs the insignificant savings from opting for the cheapest option. Insurance should never be sold based on price alone. While it’s often labeled as a “commodity,” this is misleading. Yes, it’s becoming easier to purchase, but its value far exceeds that of a simple commodity. No other product finances risk; no other product protects individuals and businesses from financial disaster. Proceed at your own risk if you buy insurance based solely on price. #franchise #franchising

RF Framework Series: Integration of RF Device with SAP EWM Integrating RF (Radio Frequency) devices with SAP EWM (Extended Warehouse Management) enables real-time warehouse operations such as picking, putaway, inventory counting, and goods movement. Below is a structured approach for RF device integration with SAP EWM: 1. Prerequisites SAP EWM System: Ensure EWM is properly configured and activated. RF Devices: Handheld scanners, forklift-mounted RF terminals, or voice-picking devices. SAP ITSmobile: Configured for rendering RF transactions on mobile devices. Wi-Fi Connectivity: Reliable network coverage in the warehouse. Warehouse Process Mapping: Define processes like picking, putaway, and replenishment. 2. Key Steps for RF Device Integration A. Configure SAP ITSmobile for RF Transactions ITSmobile enables browser-based RF screens in SAP EWM. Transaction: /SCWM/RFUI – SAP RF Framework. Define RF transactions under: SCWM/RFUI (RF Menu) SCWM/RF_MENU (RF Process Assignment) B. Set Up RF Queues and Work Assignments RF queues are configured to direct tasks to warehouse operators. Use Transaction: /SCWM/QUEUE Assign work based on: Activity Area Storage Type Priority User groups C. Enable SAP EWM Mobile Transactions Standard RF transactions include: Inbound Process: Receiving, Putaway, Quality Inspection Outbound Process: Picking, Packing, Staging, Shipping Internal Movements: Replenishment, Inventory Counting Transaction: /SCWM/MOBGUI D. Customize RF Screens Using SAP Personas or UI5 (Optional) ITSmobile screens can be modified for usability improvements. SAP Fiori UI5 apps can replace ITSmobile for a modern UX. 3. Communication Between RF Device and SAP EWM RF devices communicate via Wi-Fi with the SAP EWM backend. ITSmobile renders RF screens in HTML format. SAP GUI for HTML is used to process RF transactions. SAP EWM automatically updates stock levels and warehouse tasks. 4. Testing and Go-Live Unit Testing: Validate RF transactions. Integration Testing: Ensure real-time updates in SAP EWM. User Training: Educate warehouse operators. Go-Live Support: Monitor RF system performance. 5. Benefits of RF Integration with SAP EWM ✔️ Real-time Inventory Management ✔️ Faster and Error-Free Transactions ✔️ Improved Warehouse Productivity ✔️ Seamless Tracking & Traceability ✔️ Optimized Labor Utilization Would you like details on custom RF developments or SAP Fiori alternatives for RF transactions? Please let me know in the comments.

Insurance has become largely commoditized. And the truth is, we have nobody to blame but ourselves. Sure, its true that the companies we represent and distribute products for largely focus on price (or return) in their advertisements. But its the agents themselves that reinforce and perpetuate the the problem. How many times have we led on a sales call with "Lets see if we can save you money?" How many times has a client called in and we tried to upsell them or cross-sell them additional products or services? How many times have we dropped the ball at the time of a claim - The ultimate moment of truth? People might think they shop around because of their price, but thats largely not true. People shop because they feel their price is too high for the value they receive. The problem isn't that the price is too high, or that the product is commoditized. The problem is that once people become a client, we don't show them that there is more to the insurance products and services than price. Bring people in on price, make doing business incredibly easy, and then stay in touch and add value at every single touch point. Nobody wants to be sold every time they talk to you. What they do want? To be educated and given recommendations about their policy with zero pressure to act on it. When that happens - People feel like they have an advocate. They call you before they shop around because they know there is more to insurance than the price they pay. I've been guilty of focusing too much on price in my career and ignoring the customer experience. Live and learn. But we can choose to be better! #sales #insurance #leadership

I sat in on 3 acquisitions last year, as an advisor from the seller's side What do buyers say in public? "Great business, impressive growth." What do they whisper in private? Completely different story. Here's what they're really thinking: 1/ "This owner is the entire business" The kiss of death in any valuation. If you touch every decision: Your business value drops 40-60%. Buyers don't want your job. They want a machine that prints money. 2/ "Their numbers don't add up" Sloppy bookkeeping costs millions. One founder lost a $2M deal because: • Revenue was tracked in spreadsheets • Expenses weren't categorized properly • Profit margins kept changing Clean books = higher multiples. Always. 3/ "What happens when key people leave?" Buyers obsess over this question. If losing one person kills your revenue: Your valuation gets slashed. • Document everything. • Cross-train your team. • Make yourself replaceable. 4/ "This growth isn't sustainable" Buyers smell unsustainable growth instantly. They look for: • Repeatable sales processes • Predictable customer acquisition • Systems that work without the founder Hockey stick growth impresses no one. Consistent, systematic growth does. 5/ "The industry is too risky" Some businesses are just hard to sell. Buyers avoid: • Businesses dependent on one client • Rapidly changing technology sectors • Industries with heavy regulation Position your business in stable markets. Or be prepared for lower multiples. The brutal truth? Most businesses aren't sellable. Not because they don't make money. Because they can't make money without the owner. Start building your exit strategy today. Even if you're not selling for years. Found this valuable? ♻️ Repost to your network 🔔 Follow Surabhi Shenoy for more CEO insights Ready to build a buyable & attractive business? 𝗝𝗼𝗶𝗻 𝗖𝗘𝗢 𝗠𝗮𝘀𝘁𝗲𝗿𝘆 —my Free weekly newsletter trusted by 2000+ founders. Every Thursday, get battle-tested systems and strategies that I have used to build and sell my 2 MM$ businesses —straight in your inbox. 🎁 BONUS: Get instant access to my ‘CEO’s Growth Playbook’ 🔗 Click "View my newsletter" above👆 📲 Or scan the QR code in the image👇

I believe stop-loss is too often treated like a commodity to be shopped for instead of what it really is: one of the most vital protections a self-funded employers of a certain size can have, and a true opportunity. It all comes down to choosing a long-term, strategic mindset.  For years, the default has been to do the opposite, chasing the lowest price on a spreadsheet without focusing on the contractual details. That approach mirrors the old habits of the fully-insured world, and it’s a dangerously narrow way to look at such an essential layer of protection. In an era of rising large claims, chasing this year’s cheapest stop-loss quote misses the point. The real win is treating stop-loss as the strategic asset it is and analyzing a contract for its long-term strength, not just its sticker price. Stop-loss should be analyzed like an asset, not a commodity; one that underpins the resilience of your health plan. Done right, it doesn’t just solve today’s problems. It builds the foundation for a stronger, more sustainable plan for years to come. And that’s an opportunity worth leaning into. #SelfFunding #PositiveMindset #RiskManagement #BusinessStrategy #EmployeeBenefits #stoploss #mindset #benefits #insurance #stoplossinsurance #captive #kristenrivers

Email segmentation isn't just a tactic. It's a MINDSET. 💡 I've seen countless marketers blast their entire list with the same message and wonder why their open rates are in the gutter. But here's the thing: Great email marketing isn't about reaching EVERYONE. It's about reaching the RIGHT people with the RIGHT message at the RIGHT time. It's a form of respect, really. You respect your audience by only sending relevant content. You respect your reputation by not forcing messages where they're unwanted. You respect your results by being strategic, not desperate. So what's the solution? A three-layer segmentation approach that transforms your email program: Layer 1: Engagement-Based Segmentation ✅ • Active (opened/clicked in last 30 days) → Regular sending • Warm (31-90 days) → Reduced frequency, value-focused • Cold (90-180 days) → Re-engagement only • Dormant (180+ days) → Suppress or remove This alone tells ISPs your mail is wanted and valued. Layer 2: Risk Tiering 🚦 Ever notice how one bad apple spoils the bunch? Same with email lists. Isolate higher-risk audiences: • New leads or purchased lists → Separate domain • Low engagers → Cautious, infrequent sending • Promotional content → Isolated sending infrastructure Your main domain stays pristine. Your reputation stays intact. Layer 3: Behavior + Demographics 🎯 Now the fun part - personalization based on: • Purchase behavior (what they buy) • Content interests (what they click) • Lifecycle stage (where they are in journey) The real question? Are you still treating your email list as one massive audience? If so, you're leaving engagement on the table and risking your sender reputation. Remember: In email, precision beats volume every time. Segment with intention. Send with purpose. Watch your results transform.

You’re killing your email performance without even realizing it. Your top buyers open everything. They click. They buy. They even forward your emails. So what do most brands do? They treat them like a dumping ground for every offer, update, and campaign. Here’s the problem: When someone always opens, brands assume that means “send more.” But that behavior doesn’t mean interest - it means trust. And when you abuse that trust? → Engagement drops → Fatigue sets in → Deliverability tanks I’ve seen this play out with brands doing $3M+ in annual GMV. They’re sending 4+ campaigns per week to their “VIP list”... then wondering why open rates fell from 38% to 18% in 6 months. Here’s what to do instead: 1. Create a “Gold Tier” segment. Only include high-frequency/high-AOV buyers. 2. Reduce volume, increase value. Give them exclusives, early drops, private feedback loops. 3. Watch their behavior like a hawk. Once engagement starts to fall, pause before you pitch. You don’t need to email your best customers more. You need to email them better. Want to protect your highest-value customers and increase their LTV? That’s exactly what we do when we rebuild client email systems from the ground up. Learn how we helped one brand add $498,000 in 12 months by getting smarter with segmentation → growthpointe.io

Most businesses don’t fail at the finish line. They fail at the handover. I’ve seen too many founders build great companies... But walk away with far less than they deserved...or worse, no exit at all. Why? Because they believed that valuation was just about: ✔️ Revenue ✔️ EBITDA ✔️ Market trends But here’s the truth from inside the boardroom: → Investors don’t just buy businesses. → They buy predictability, structure, and transferability. They ask: → Can this company run without the founder? → Are there systems that protect the value after acquisition? → Is the IP locked in or floating across team folders? Let me be blunt: → If you're still the decision-maker for every little thing… → If your process lives in your head… → If your team pauses when you're not in the room… You haven’t built a sellable business. You’ve built a dependency. Real exits are built on: → Transferable IP → Clear SOPs and delegation → A team that can scale without you → Recurring revenue models → Legal protection and governance structures These are the foundations that increase valuation multiples and make buyers feel confident in their investment. You don’t need a bigger sales team. You need a better system. 📩 Want to learn how to turn your expertise into structured, repeatable income streams? In our latest newsletter, I break down 5 silent strategies used by undervalued companies to scale from $3M to $100M+without noise, hype, or burn. Read it here: https://lnkd.in/gFckQe5D 🎯 If you want to scale quietly and exit smartly, don’t miss this read. #BusinessFinance #ExitStrategy #Valuation #IPStrategy #FounderMindset #MatteoTuri #BoardroomInsights #FinancialLeadership #CFO #ScalingBusiness

Earlier this week, Kareen Proudian and I were walking a leadership team through the Product > Commodity > Experience > Transformation pipeline that is the backbone of smart strategic renewal. It underpins a lot of what we talk about so I wanted to expand on it here. Companies struggle to create products or services that meet the real needs of their customers. It is even harder to do that twice. So let's talk about how established companies get there. A founder often has intimate familiarity with a specific problem. She has lived experience of an unmet need in the market and builds a business to solve for it. That business is successful and grows. Congrats!! New entrants notice the opportunity and enter the market, often at the lower end. Oh no! The market is commoditized. Our innovator likely still retains the premium position (if they are smart about it) and has the cash flows to protect their business. They wrack their brains. They have a great idea! Let's improve the experience of the product. This is the digital transformation market in a nut shell. Let's make the experience of buying, owning etc a product or experience simpler and more intuitive. Premium position retained because they are more convenient/better aligned to the customer. If a company even gets as far as experience innovation, 95% get stuck there. It is a shame, because they are on the precipice of unlocking new growth. So what happens? The founder moves up to the board and the new CEO is challenged with delivering exponential change. Improving the experience will only get them so far. Often they experiment with creating new products (with a high failure rate). This is a mistake. You are ignoring that there is a whole new dimension to your product left to exploit. If your product really meets a need, it will transform your customer. Mattresses are not luxuries. They are the gateway to a more refreshed and present version of yourself. Insurance is not about risk, it is about being a responsible adult, etc. Pet supplies are not about providing for the needs of your pet, they are about self actualization and expression through how they care for their pets. Understanding the needs and lived experiences of your customers is the key to delivering these transformative products. Once you can deliver transformational change to your customers, you move away from pricing against your competitors to pricing against the value you create. How much is being a better you worth? (PS we also price based on the value we create by transforming our clients. How much is new growth worth to you?)