When Bill Suneson stepped into the role of PIMA President in 2017, the industry was being rewritten in real time. Insurtech had moved from a concept to a concrete reality, challenging legacy players and redefining how insurance was distributed, marketed, and embedded into everyday transactions. At the same time, PIMA was undergoing its own transformation, facing leadership changes and an evolving value proposition in a rapidly modernizing industry.
Bill remembers the weight of these transformations well. "When I was President, that was the year that we were going through a leadership change. The executive director of 10-plus years had announced her resignation," he recalls. "From an industry perspective, the biggest thing that was happening at the time was the emergence and maturity of insurtech." Startups were securing major funding, InsureTech Connect (ITC) was growing into a dominant industry event, and the entire insurance ecosystem was being redefined.
For Bill and the PIMA board, the key question was clear: How does PIMA fit into this future? What would keep the organization relevant and valuable in an era of digital disruption? "The board spent a lot of time thinking through that… where our messaging should be strong, where we add value to the industry, and how we continue to focus on doing that," he explains.
But Bill's leadership was more than reacting to change—it was about embracing it. His tenure marked a pivotal moment in broadening the definition of affinity and ensuring that PIMA remained a center point for industry innovation. His insights remain as relevant today as they were then, offering key lessons for leaders navigating an evolving landscape.
Lesson #1: View Disruption as a Doorway, not a Dead End
For many industry veterans, the rise of insurtech felt like an existential threat—new players, new technology, and a break from the traditional ways of distributing insurance. But Bill didn't see it that way. He saw an open door. "The emergence of this new disruptive view of insurance—new entrants thinking about insurance distribution differently, insurance product development differently, and the whole ecosystem differently— was a big change."
At the time, insurtech was still in its early phases, and Bill understood that legacy insurance companies weren't just skeptical of digital-first models—they were struggling to see how they fit in. That's where he stepped in. "The API economy certainly changed that," Bill explains. "It enabled the ability to seamlessly align products digitally alongside another existing relationship."
Bill knew that partnerships—not competition—were the key to success in this new era. As an entrepreneur, he had already navigated the challenge of convincing industry giants to trust a new way of doing things. "Signing carriers and signing new partners was that first hurdle," he says. "[We had to create] the trust that was needed with large national carriers and large national partners to say, 'Hey, we've got a pretty cool technology, we've got a different approach to how we market these products, and [we want you to] take a chance on us.'"
That same approach defined his time at PIMA. Rather than resisting insurtech, he embraced its role in the future of affinity. Instead of seeing startups as competition, he encouraged partnerships between PIMA's members and insurtech innovators, creating opportunities for collaboration instead of division. His leadership also had a personal touch. In a memorable gesture, he gifted board members Amazon Alexa devices, a reflection of his belief that embracing technology should be as natural as having a conversation.
According to Bill, the future isn't something to fear—it's something to build. Whether within his own businesses or at PIMA, he's proved that the best way to handle disruption isn't to resist it but to lean in, learn from it, and lead the way forward.
Lesson #2: Affinity Thrives Where Trust and Relevance Align
For decades, companies tied affinity marketing to alumni associations, trade groups, and professional organizations. Yet Bill never saw affinity as a formula reserved for specific entities. He believed affinity marketing could extend far beyond traditional channels to shape how brands of all types connect more effectively with their captive audiences.
"An affinity group doesn't necessarily need to be that traditional association," he says. "It just needs to be someone with a relevant, adjacent relationship—someone who can offer a benefit at a moment of need." Affinity doesn't have to be a formal contract or limited to a membership card. It happens when a consumer turns to a source they trust when they need help. That moment matters more than the structure behind it.
Embedded insurance makes that clear. Many think it's a new concept, but Bill challenges that idea. "A common misconception is that embedded insurance is new. It really isn't new. It's an evolution of affinity marketing," he says. "Health insurance has been embedded in employment. Both travel insurance and mobile device protection have been embedded in the purchase path for years."
People trust brands that have always been there for them, so when that brand offers them a new product or service, they are more willing to give it a try. Doing so feels natural because it happens at the right time, in the right place, through a name they already believe in. "The best brand experiences are built with affinity," Bill says. "People want convenience, they want relevancy and value, and they want to get this all from a brand they trust."
For PIMA members, this mindset opens doors. A broader definition of affinity means more partnerships, more opportunities, and more ways to reach customers. The question isn't whether affinity marketing still works. The question is whether companies will embrace new ways to build trust in a digital world.
Bill's advice? Don't get stuck in the past. The lines between sectors have blurred, and customers no longer think in distinct categories. What we see as two separate interactions—such as signing a lease and purchasing renters insurance—may not be viewed as separate by the average consumer. For them, it's simply part of moving into a new apartment. To make the process even easier, why not offer insurance directly through the apartment management company?
Ultimately, customers are more focused on engaging with trusted brands that make their lives easier. Companies that recognize this shift will find new ways to grow and meet members where they are.
Lesson #3: The Strongest Affinity Relationships are Built on Commitment
Bill has never set out to achieve anything alone. He built his career—and his companies—by surrounding himself with people he trusted and with whom he felt a strong commitment.
"My number one piece of advice is don't go it alone," he says. "When John Fees and I started GradGuard and Bindable and then brought in current PIMA board member Jean-Marie Lovett as a partner, we really wanted to make a meaningful impact on the industry. To do so, we knew we needed to work and partner with people we admire, we respect, and we like." That lesson carried through Bill's entire career. Great working relationships weren't just good for business—they made success possible.
According to Bill, every affinity partnership needs three things to be effective:
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A real benefit for the customer. If the product didn't add value, nothing else mattered.
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A real benefit for the sponsoring organization. If the program doesn't align with the organization's goals or mission, it risks losing credibility—and, in turn, loyalty and trust.
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A real plan. Without a clear go-to-market strategy that both sides agreed on, even well-intended partnerships can lose direction and impact.
"If a partnership doesn't have those three components, they don't work," Bill says. "They just don't work." Companies that treat affinity as a side project rather than a way to build true relationships fail. Bill has seen this happen time and time again. A company might hire one person, give them a year to execute a program, and expect immediate results. It's not that simple. "You have to commit to the channel," he says. "It's got to be a top-down commitment to ensure engagement."
This is an important point for PIMA members. Business moves faster than ever, but relationships remain the foundation of growth. Companies that build trust, invest in long-term partnerships, and surround themselves with the right people will thrive.
The Future of Affinity Starts with People
For Bill, success never came from strategy alone. It came from the people he surrounded himself with. "It's about the people you work with," Bill says. "You spend 70% of your time with the people you work with. You better like them."
That belief shaped everything he's built—from his own businesses to his leadership at PIMA. Affinity has always relied on trust, but Bill saw that trust wasn't just between companies and customers. It exists between partners, colleagues, and teams working toward a shared goal.
"This is a business about relationships at its core," he says. "PIMA certainly is, but insurance in general is a business about relationships."
That truth remains just as strong today. Markets shift, technology evolves, and new players enter the space, but real success still comes from strong partnerships and meaningful connections. Bill proved that relationships aren't just an advantage—they're the foundation of everything.
For PIMA members, that lesson is a guide for what comes next. Those who embrace change, invest in the right partnerships, and lead with purpose will define the next era of affinity—just like Bill did.
Published on March 17, 2025.
PIMA® (Professional Insurance Marketing Association®) is a member-driven trade association focused exclusively on the affinity market.