This year, 海角吃瓜黑料 marks 20 years of serving independent agents. Celebrating Our Past and Building Our Future Together, we look back at our founding, the vision that set us apart, and how the challenges of the financial crisis strengthened our commitment鈥攆irmly establishing 海角吃瓜黑料 asThe Independent Underwriter for The Independent Agentsm
In 2005, 海角吃瓜黑料 was founded on a radical idea: to create an underwriter that served independent agents rather than competing against them. The inspiration came from Dave Ginger, who had spent decades working with both small independent agencies and large national firms. Ginger saw firsthand how national companies often viewed local agents as a revenue source rather than as true partners.
In a 2011 interview with the Times-Call of Longmont, Colorado, he reflected on the clear differences he saw between companies that aligned their interests with independent agents and those that did not.
鈥淚 had been involved with an agent-owned company earlier in my career, and the biggest thing I saw was the feeling toward the independent agent versus what I saw at the national companies,鈥� Ginger said鈥�.
A Texan with a reputation for bold action, Ginger teamed up with Bob Grubb, a Colorado businessman with experience in commercial finance, private equity, and technology-based manufacturing companies, as well as Scott Hendrickson, a CFO with a background in manufacturing, distribution, and insurance. Together, they formed 海角吃瓜黑料, a title insurance underwriter with an intriguing core philosophy: local independent agents deserve an underwriter that works for them鈥攏ot against them.
From the outset, the founders made a defining decision that set 海角吃瓜黑料 apart: it would never operate its own direct title offices.
鈥淥ur model was, we鈥檙e not going to compete against you, period. We鈥檙e going to have no direct operations, no Alliant stores,鈥� Grubb later told the Times-Call鈥�.
This AgentsFirst philosophy resonated quickly, as Grubb would later recall during a speech marking 海角吃瓜黑料鈥檚 10th anniversary in 2015.
鈥淭he 鈥榮eedling鈥� was 鈥榯ended to鈥� by our founding agents and the staff. We searched for, and found, agents who shared Dave鈥檚 vision and gave us a chance to prove it. We sprouted up in late 2006, gained some strength,鈥� Grubb remembered. 鈥淲e grew twice as tall in 2007 and most of 2008.鈥濃��
But just as it seemed the company was firmly establishing itself, the world changed.
Weathering the Financial Crisis
The 2008 financial crisis hit, bringing the housing market to a near standstill. The impact on the title industry was devastating.
鈥淭he land title industry as a whole did about $17.8 billion in revenue in 2007,鈥� Grubb later recalled. 鈥淏y 2010, that had dropped to $9.5 billion.鈥濃��
Transaction volumes plummeted, and some underwriters pulled back or shuttered their operations. Independent title agents across the country were left adrift, struggling to navigate a rapidly shifting market.
鈥淥ur agents were battling radical declines in transaction volume,鈥� Grubb remembered in 2015. 鈥淔or many, their underwriters were either closing their doors or indiscriminately cutting their agent base as they raced to adapt to the worst economic downturn since the Great Depression.鈥濃��
Unlike many of its competitors, 海角吃瓜黑料 took a different approach. Rather than retreat, the company dug in, delivering resources agents needed to survive and adapt. The upstart underwriter invested in education programs, marketing workshops, and compliance initiatives. Despite the economic turmoil, the gamble paid off. By 2011, 海角吃瓜黑料 had grown to 200 agents鈥攁 testament to the strength of its independent-focused model鈥�.
Regulatory and Industry Shifts: Strengthening the Independent Agent
The greatest financial crisis since the Great Depression was followed by the most sweeping statutory and regulatory reforms the industry had seen in decades. The Dodd-Frank Act, the TILA-RESPA Integrated Disclosure (TRID) rule, and the rise of the Consumer Financial Protection Bureau (CFPB) reshaped the mortgage and real estate landscape. Agents faced increased compliance costs, heightened oversight, and new expectations. At the same time, the rise of cyber threats, social engineering, and wire fraud introduced new risks. Fraudsters increasingly targeted real estate transactions, exploiting gaps in communication and security protocols to misdirect funds.
Recognizing the challenges and deep confusion agents faced, 海角吃瓜黑料 went to work again, providing training materials, webinars, and white papers to help agents adapt. The company also set the benchmark for security compliance, becoming the first title insurance underwriter in the nation to obtain SSAE 16鈥攏ow SSAE 18鈥擳ype II certified status. It later completed its first ISO 27001 audit and went on to become the first title underwriter to obtain ISO 27701 certification for data privacy.
20 Years Later: A Company Built on Care and Innovation
Today, 海角吃瓜黑料 is, in many ways, a very different company than it was in its early years. It now employs about 100 people, operates in 32 states and Washington, D.C., and serves thousands of title professionals; but while its reach has expanded, its core mission remains the same. 海角吃瓜黑料 CEO David Sinclair says that while the company has 鈥済rown up鈥� in terms of systems and capabilities, it remains fiercely committed to its founding ideals鈥攃ontinually looking for ways to put AgentsFirst.
鈥淎s a company grows, it鈥檚 always challenged to hold on to its vision and culture,鈥� Sinclair noted. 鈥淏ut there鈥檚 something different about this place. The commitment of this team to that vision is remarkable, and together we鈥檝e done a lot of work around articulating the culture that helps us deliver on our fundamental commitment to our agents.鈥�
That culture is built around the three Cs: Competence, Care, and Commitment. Sinclair says the team at 海角吃瓜黑料 strives to embody these principles every day, ensuring that the company’s mission is more than just words. At the center of it all is Care鈥攃are for team members, stakeholders, and most importantly independent agents.
鈥淲e all know there are a lot of places to spend a career in this industry,鈥� Sinclair said. 鈥淭he people who work at 海角吃瓜黑料 choose to be here because of the care we show.鈥�
And as in past challenges, that philosophy of care has led to new innovations. It is what drives the company to continually improve and develop new solutions to support agents in a changing industry. One example is SecureMyTransaction庐鈥攄eveloped to help agents combat the latest fraud threats. The company is also working to expand its title production capabilities and improve its digital education offerings.
鈥淚鈥檓 excited for what鈥檚 ahead鈥攏ot just for 海角吃瓜黑料, but for our agents and the industry,鈥� Sinclair said. 鈥淭his company is a special place, and I鈥檓 honored to be part of it. But at the end of the day, it鈥檚 always about the agents. That was true in 2005, it鈥檚 true today, and we鈥檙e making the investments to ensure it remains true for the next 20 years.鈥�
As we approach the holiday season and the close of another year, I鈥檝e been reflecting deeply on the concept of organizational culture鈥攚hat it means, how it shapes our businesses, and how we can all work to improve it. Culture is more than just a buzzword; it鈥檚 the lifeblood of an organization, influencing our interactions, decisions, and outcomes. I鈥檇 like to share some insights we鈥檝e gained at 海角吃瓜黑料 and offer practical thoughts. I hope you find them useful as you think about your culture-building efforts.
Understanding Cultural Paradigms
Organizational culture can be viewed through various lenses. Some companies focus on performance, where results and individual achievement drive culture. Others adopt a purpose-driven culture, aligning actions with a higher mission or set of values. At 海角吃瓜黑料, we鈥檝e found our greatest strength in fostering a culture of trust. But it鈥檚 important to note that no single cultural paradigm is inherently better than any other. The key is to identify which approach aligns most closely with your organization鈥檚 values and mission.
In the title insurance industry, relationships are at the heart of everything we do, and that鈥檚 why we ultimately decided to build our culture on the foundation of trust. Behind every transaction is a person or family entrusting us with their dreams and future. Trust is the cornerstone of these relationships, enabling us to be part of critical moments in people鈥檚 lives. Without trust, we鈥檙e merely facilitating transactions; with it, we鈥檙e partnering in something much more significant鈥攈elping people pursue the American Dream of economic prosperity.
The 3Cs: Our Foundation for Trust
To cultivate this trust, we鈥檝e centered our culture around three key principles we call the 3Cs:
Care for Others: Genuine care involves truly listening and understanding the needs of those we serve鈥攐ur agents, partners, and colleagues. It鈥檚 about making meaningful connections and offering assistance that can have a positive impact on someone鈥檚 life.
Competency in Our Work: We believe in continuous improvement. By staying informed, honing our skills, and striving for excellence, we ensure that we鈥檙e equipped to meet the needs of our clients and each other effectively.
Commitment: This is about reliability and follow-through. Doing what we say we will do, meeting our obligations, and being dependable in every situation reinforces the trust others place in us.
These principles aren鈥檛 just corporate ideals. We try to live them as daily practices that guide us through our interactions with our agents and fellow team members.
Intentional Culture Building
Good culture doesn鈥檛 happen by accident. It takes intention, reflection, and a willingness to change. A few years ago, we took an important step by developing a booklet describing our company culture. It鈥檚 essentially a collective expression of what makes 海角吃瓜黑料 special on our best days. It includes our Purpose, Mission, Vision, Core Value, and Guiding Principles. Simply stated, the 鈥満＝浅怨虾诹� Way鈥� is: caring about people by providing uncommonly valuable help that delivers a positive impact. This articulation of our shared beliefs has provided a compass for our actions.
If you haven鈥檛 had the opportunity to define what鈥檚 most important about your culture, we鈥檝e found that the exercise can be incredibly valuable. For us, it wasn鈥檛 about creating something new, but rather about uncovering and articulating what was already true about our organization. We found that the project gave us a rare opportunity to talk to our team, reflect on shared experiences, and capture our unique narrative.
Beyond defining culture, it鈥檚 important to take steps to live it more deeply and consistently. To support this, we established an Employee Engagement Team to ensure that culture remains an ongoing focus. This group serves as a conduit for feedback and ideas, helping culture rise from every level of the organization.
Other important initiatives included creating a set of Management Rules of the Road, which outlines what employees can expect from their managers. Additionally, our culture has been strengthened through regular Outward Mindset seminars from the Arbinger Institute. The goal of these sessions is to help team members understand that other people鈥檚 needs matter just as much as their own. They encourage collaboration, break down silos, and remind us to work together.
Steps to Building a Great Culture
Every company, regardless of size or industry, stands to benefit from a strong, intentional culture. Based on our experience, here are a few steps that we hope may be helpful in your own cultural journey:
Define Your Core Values: What principles are non-negotiable for your organization? Whether it鈥檚 trust, innovation, customer focus, or something else entirely, clarity here sets the foundation. A key aspect in defining your values is also in prioritizing them. It鈥檚 easy to say loyalty, honesty, and integrity are the values of the company. What happens when these values are in conflict?
Engage Your Team: Culture is a collective endeavor. Regularly involve team members at all levels in discussions about values and practices. Their insights can be surprising and powerful.
Be Intentional: Develop initiatives, programs, and traditions that reinforce your values. Solicit feedback from employees to ensure alignment and celebrate your cultural successes regularly. Values are most reflected in an organization based on who gets promoted or rewarded.
Measure and Reflect: Utilize tools like surveys, focus groups, or external certifications to assess your cultural health. Benchmarks provide valuable insights into where you鈥檙e succeeding and where there鈥檚 room to grow. For example, at 海角吃瓜黑料, we鈥檝e participated in the Great Place to Work certification process for over eight years, and in 2024, we were recognized by Fortune Magazine as one of the Best Small Workplaces and one of the Best Places to Work in Real Estate.
Embrace Continuous Improvement: Culture isn鈥檛 static. Be open to change and ready to adapt as your organization grows and the environment evolves.
Recognition and Celebration
One great way to promote culture is to share stories of success. At 海角吃瓜黑料, we鈥檝e found tremendous value in communicating and celebrating our cultural achievements during 海角吃瓜黑料 Live!, our bi-monthly all-hands call. My favorite part of the call is a feature we recently added 鈥� the Winner鈥檚 Circle. It鈥檚 an opportunity for employees to nominate colleagues who exemplify what it means to work the 鈥満＝浅怨虾诹� Way.鈥� Most importantly, this peer-nominated recognition is to identify someone who demonstrates one of more of the 3Cs. A nomination takes time and effort, so these nominations reflect the genuine appreciation and respect colleagues have for one another鈥檚 contributions. These stories and celebrations help our team feel more connected and aligned with the company鈥檚 values.
Looking Ahead and Staying Committed
As we approach 2025 and our 20th anniversary, I couldn鈥檛 be more excited about the future of 海角吃瓜黑料. Our imminent partnership with Dream Finders Homes marks an exciting new chapter, creating new opportunities to grow and better serve our agents. Additionally, we are eager to continue innovating with tools like our anti-fraud solution, SecureMyTransaction, which reinforces trust and security in real estate transactions.
As I look ahead, I鈥檓 reminded that our success is built on our cultural foundations that enable us to provide value to our agents. While there鈥檚 much to be proud of, no culture is ever 鈥渇inished.鈥� It requires continuous care and attention to ensure alignment with our mission and goals.
Whatever cultural foundation you choose鈥攚hether trust, purpose, performance, or a blend鈥攊t鈥檚 important to invest in it intentionally. At 海角吃瓜黑料, we鈥檝e found that fostering a culture of trust has brought great benefits to our team, agents, and partners.
Thank you for being a part of our journey. Here鈥檚 wishing you a happy holiday season and a wonderful New Year!
As Thanksgiving approaches, I am reminded of the important people and partnerships that have made this year successful. While we strive to express our gratitude every day, this season gives us an opportunity to celebrate and reflect on the progress we have made together.
I am so thankful for each of our independent agents. Many of you have endured significant challenges, from difficult markets to severe weather. Your dedication to your clients, teams, and communities is truly inspiring. I am deeply grateful for your commitment and the trust you have placed in us. Your resilience drives us to keep innovating and finding new ways to support you.
We are thrilled with our imminent partnership with Dream Finders Homes. This alliance will create new opportunities for us to grow and strengthen our ability to serve you. I am eager for our team to show you how this new relationship will help drive your success in the New Year.
We know that challenges like fraud also continue to pose real risks to our industry, and I am especially thankful for your insights and feedback, which have been instrumental in the continued development of . This solution helps protect your clients and safeguard your business from fraud. Your collaboration is making SMT truly practical and effective. Together, we are tackling these threats head-on, and I am confident that we will keep making a meaningful impact.
Next year, 海角吃瓜黑料 will celebrate its 20th anniversary鈥攁 milestone made possible by you. For two decades, we have worked to build a business centered on trust, always placing you at the heart of what we do. Your success is our success. As we celebrate, we look forward to honoring your partnership and dedication.
This Thanksgiving, please know how deeply appreciative I am for your belief in 海角吃瓜黑料 and friendship with our team. Together, we are building something truly remarkable.
Wishing you and your loved ones a very Happy Thanksgiving!
Creating an inclusive workplace is a complex task. After all, people are anything but simple. None of us have merely one 鈥渟elf.鈥� Every person is a mixture of intersecting identities that influence how people see us and, conversely, how we see them.
How, then, can a business foster an inclusive workplace, particularly around the holidays? As Stacy Stolen, HR Manager at 海角吃瓜黑料, explains, it requires being mindful of how our biases shape our perceptions while working toward a culture where everyone can be recognized and respected. I spoke with Stolen on the complexities of this work, what 海角吃瓜黑料 is doing to promote inclusivity, and takeaways for agencies looking to build inclusive workplaces during the holidays and year-round.
Inclusivity begins with empathy
When asked how she defines inclusivity, Stolen said, 鈥淪imply put, inclusion and being inclusive is to have empathy,鈥� adding that, 鈥渁t a company-level, it takes developing a shared understanding that we all have our own unique experiences that occur within a society filled with inequalities.鈥�
Once this understanding is established, productive work can begin. 鈥淲e can then start to relate and learn from others. 鈥婽his is important because empathy allows us to humanize one another and feel responsible for everyone鈥檚 safety and well-being. We can positively influence our surroundings and ensure everyone feels seen, validated, and heard 鈥� even if we don鈥檛 directly relate to everyone else鈥檚 experience,鈥� Stolen said.
Easier said than done
What makes this easier said than done, however, are social constructs and the unconscious biases they produce. Identity composes a wide range of attributes 鈥� from race, sexuality and ethnicity to education level, family of origin and belief structures. Some of these identities, said Stolen, carry more power in the world than others. Depending on how someone identifies, they may find themselves unjustly stereotyped by the dominant power structures of society.
Building an inclusive workplace, then, necessitates building a culture where people can feel safe and supported enough to interrogate their biases and push back on the inclination to stereotype. A first step involves simply accepting that such biases exist and that typically we have little opportunity to reconsider our ingrained beliefs. As Stolen explained, 鈥淨uite often, we interact with folks who look, feel, act like us, or have identities roughly like ours. Therefore, we can鈥檛 do anything aside from perpetuate these stereotypical beliefs about folks in other social groups. That鈥檚 because we aren鈥檛 being exposed to anything different to dismantle these inaccurate ideas. We need to break this cycle and cultivate mindfulness to expand our idea of what collective community looks like.鈥�
It also involves seeing this work as more of a journey rather than a destination. 鈥淭his work requires consistent and intentional engagement with yourself and others that you interact with daily,鈥� said Stolen. 鈥淛ust like anything else you aspire to change in yourself or in your environment, you must commit that same time and effort in showing up as an ally and advocating for necessary change.鈥�
Taking action
So, what does this look like in practice? Stolen noted that 海角吃瓜黑料鈥檚 commitment to building an inclusive workplace involves investing in culture awareness training and dialogue. For example, in 2024, the company launched an internal committee dedicated to ensuring that its priorities are considered through an inclusive lens.
Stolen described how these efforts are not viewed as one-offs by the company. Instead, they are part of a continuous, holistic and ever-evolving move toward a more inclusive culture. This is an important feature of 海角吃瓜黑料鈥檚 larger goal of being a workplace where every employee feels comfortable bringing their authentic self to work and can:
Remain present even when uncomfortable;
Accept that we are all part of the problem and must work to change society for the better;
Learn how to empathize with others鈥� experiences that are different from their own;
Make mistakes while striving for a better tomorrow;
Educate themselves and those around them; and
Not expect those with the least power in society to do the brunt of the work.
How to promote inclusivity during the holidays and everyday
Holiday periods are a perfect opportunity to promote an inclusive culture, Stolen noted. For many, holidays are informed by cultural identity. It is important to be mindful around language and emphasize respect for all regardless of individual beliefs. 鈥淛ust because you don鈥檛 celebrate certain holidays doesn鈥檛 mean that you are exempt from being aware and educated on holidays and religious practices that others celebrate,鈥� Stolen observed.
Of course, there are many other ways to build inclusivity year-round, including:
Researching histories of marginalized groups and investing in cultural awareness development.
Developing ally programs/affinity groups and creating places for folks to find community and to encourage dialogue around challenging topics.
Hosting 鈥淟unch and Learns鈥� that expand cultural humility and awareness. 海角吃瓜黑料, for example, recently hosted one titled, 鈥淐hallenging Stereotypes and Microaggressions.鈥�
Surveying your workplace to better understand understand your company鈥檚 culture better and find opportunities for improvement.
There is no time like today
Building an inclusive culture takes work; there is no doubt about it. But as the holiday season continues, there is no better time to begin nurturing greater respect, empathy and belonging in the workplace. Stolen noted that when companies commit time and resources to encouraging inclusivity, great things can happen.
鈥淲orkplaces that commit to inclusivity become more instrumental to their employees, customers and communities.鈥�
For 海角吃瓜黑料鈥檚 team, the mutual benefits of becoming involved in association work are evident for the industry and those who serve.
The 海角吃瓜黑料 team includes people from all walks of life who are united by a shared commitment to independent agents. Another commonality is a dedication to the broader title community that goes beyond the nine-to-five. At every level of the company, you’ll find individuals who have made a commitment to leadership in various title insurance, real estate, legal, and similar professional organizations. It is a commitment that has a broad impact.
A more informed and inclusive community
One of the benefits of association involvement is the opportunity to build community and share valuable information. 鈥淚 served with an amazing group of volunteers,鈥� said Margaret Cook, EVP, General Counsel and Chief Legal Officer and Past President and Board Member of the Land Title Association of Colorado (LTAC). 鈥淚t gave me a chance to give back and expand my knowledge and network.鈥�
Micah Owen, South Carolina and Georgia Agency Manager, recently became a Director of the Palmetto Land Title Association (PLTA) and noted that she appreciates the opportunity to contribute fresh ideas and help the association grow. She also relishes bringing more of the community into the conversation by calling 鈥渦pon people that have great ideas but may be too shy to share.鈥� Owen added that associations are a wonderful mechanism for disseminating crucial information, such as PLTA鈥檚 鈥淐ase Law Update.鈥�
鈥淒awn Watkins is our current legal liaison,鈥� said Owen. 鈥淪he does a great job keeping the board and members current on all judicial updates. Attorneys are so busy as it is, so we try our best to help them.鈥�
KC West, Sr. Vice President and Southwest Regional Manager, echoed Owen鈥檚 sentiments, noting how associations foster a more connected and inclusive industry. Having recently taken up the mantle of President of the Oklahoma Land Title Association (OLTA), West said that it is an 鈥渉onor to serve the title professionals of Oklahoma and to be the voice in the room for those that aren鈥檛 always available to attend.鈥� Being involved in leadership, he added, 鈥済ives you a chance to act as the voice for the collective鈥� and ensure the 鈥渧iews of title professionals [are reflected] in the decisions being made.鈥�
Collaborating to drive critical improvements
The value of joining associations goes beyond the opportunity to build an informed and inclusive community, however. Associations also provide a framework for professionals to collaborate on important operational and industry initiatives and drive substantive improvements.
海角吃瓜黑料鈥檚 TJ Johnson, Assistant Vice President and State Agency Manager for Arizona, Colorado, Nevada, and Utah, recently held leadership roles in two industry organizations. He sat on the Colorado ‘Good Funds’ committee and served as PAC Chairman for the Land Title Association of Arizona (LTAA), where he collaborated with like-minded professionals to improve industry processes and bolster organizational finances.
In working with the 鈥淕ood Funds鈥� committee, for example, Johnson 鈥渄iscussed best practices for disbursing insured payoff and proceed funds while mitigating risks to title agents and the general public.鈥�
鈥淧art of the committee鈥檚 fact-finding process involved polling other states to compare and, in some cases, better our own standards,鈥� he said. 鈥淲e eventually sent our findings to the state鈥檚 department of insurance to influence their protocols.鈥�
During his time as LTAA PAC Chairman, Johnson worked on equally important initiatives. One of the organization鈥檚 goals was to 鈥渄evelop strategies on how to best target our campaign contribution funds,鈥� Johnson said. In addition, the committee launched the 鈥淧ast Presidents Classic Golf Tournament鈥� and a silent auction to strengthen the association鈥檚 finances and deliver more benefits for the Arizona title community.
Rodney Anderson, EVP and National Agency Manager of 海角吃瓜黑料, also had the chance to make a dynamic impact on the industry by serving as President of the Texas Land Title Association (TLTA) from 2023-2024. Assuming this role was the culmination of a long-held goal for Anderson. During his tenure, he worked with others to strengthen the association’s educational programs, ensure access to the latest information and training, assist with navigating legislative and legal changes, and advocate for policies beneficial to the industry and consumers.
Creating a favorable legislative environment
Industry-related legislation is one area where the value of associations can perhaps be most vividly seen and felt. Title associations, said Anderson, help 鈥渋ndustry professionals collaborate [鈥 and stay informed about regulatory changes and market trends,鈥� which 鈥渧ary significantly by state and frequently face attacks at a state and federal level.鈥� Individuals who join industry organizations, he said, contribute their 鈥渆xpertise, leadership and commitment鈥� to 鈥渟hape standards and practices鈥� and 鈥渆nsure the integrity of the industry.鈥�
During her time in leadership, Cook found herself immersed in similar responsibilities. 鈥淲hile I was with the association, Colorado revised its title insurance regulations and market conduct examination procedures. It was a very busy time,鈥� she said. 鈥淚t鈥檚 fascinating how many bills and regulations could negatively impact real property records and the ability to securely close and insure transactions. It takes countless volunteer hours to positively influence the outcome.鈥�
Furthermore, two of 海角吃瓜黑料鈥檚 underwriters have spent time working with industry groups to improve the field鈥檚 legislative and legal environment. Brianna Dowling, Underwriting Counsel, has been involved with the LTAC board of directors 鈥渇or quite a few years now.鈥� Perhaps the most rewarding for Dowling has been 鈥渨orking through legislative initiatives.鈥� The industry must have a 鈥渟eat at the table when it comes to real estate and insurance legislation,鈥� she said.
As the Immediate Past Chair of the Title Issues & Standards Committee for the Real Property Probate and Trust Law Section of The Florida Bar, Rebecca Wood, 海角吃瓜黑料鈥檚 Assistant Regional Counsel Florida and VP, was also positive about becoming involved in leadership. She noted that these positions allow volunteers to shape the industry鈥檚 future. 鈥淲hat I found most rewarding about serving on the committee was coordinating continuing legal education programming,鈥� she remarked.
Building a stronger, safer and more effective industry
Given the 海角吃瓜黑料 team鈥檚 experience, one thing becomes clear: whether it be fostering a more informed, inclusive community or developing better processes, protocols, or legislative outcomes, association work delivers benefits on multiple levels.
Individual title experts, for example, 鈥済ain benefits and career development from this experience,鈥� said Cook, reflecting on her time. Johnson seconded this: 鈥淓very title and escrow professional,鈥� he said, 鈥渟hould serve on a board or committee. It will broaden your knowledge base and increase your influence within our industry.鈥�
Anderson noted that becoming involved can also strengthen by proxy the company that an association member comes from. Taking part in these organizations helps build 鈥渞elationships with partners, clients and other stakeholders who value the company鈥檚 role in advancing the industry,鈥� he said. In 海角吃瓜黑料鈥檚 case, for instance, the company has been able to have 鈥渋ts perspectives considered in broader industry conversations,鈥� which builds its credibility and solidifies its position as an industry thought leader.
Most significant, however, is that when title professionals get involved in association work, the entire industry stands to gain. Anderson probably said it best, remarking: 鈥淚n essence, both the organizations and the people who participate in them are vital for maintaining the stability, reliability and growth of the title industry.鈥�
And this fact makes it an entirely worthwhile effort for anyone thinking about throwing their hat into the ring.
