Alan Zink’s path into the affinity insurance market wasn’t typical, but it was undeniably impactful. His journey began in Columbus, Ohio, in 1969 when he co-founded American Insurance Administrators, a company that would embody his innovative approach to business. Reflecting on his early days, Alan recalls, I have a story that was very different from anybody else's of stumbling bass-ackwards into a business, an industry, that I knew nothing about except how to spell it,” he says with a laugh.
With a degree in industrial management and a minor in marketing, Alan approached the industry with fresh eyes. I was, through a strange set of circumstances, the president and part owner of an organization that administered what it sold to fulfill on a marketing promise. That's the way I viewed it,” he explains. This unique perspective set Alan apart, as he sought not just to sell products but to reimagine how they could be delivered, ensuring customers felt the value and trust behind every offering.
Alan’s ingenuity and determination naturally led him to PIMA, which he joined during its formative years. By the time he became PIMA president in 1988, the affinity market was navigating significant challenges. At the time, looming government efforts to establish federally controlled insurance posed a threat to the industry, galvanizing PIMA members to band together and protect their interests.
Alan’s tenure at PIMA was a time of transformation, not just for the organization but for the entire affinity market. His ability to navigate challenges while fostering collaboration left a lasting impact, with lessons that resonate as strongly today as they did then.
Alan’s approach to marketing was further grounded in the six foundational marketing functions he learned during his early days at Ohio State. These included:
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Marketplace research – Understand what people need and want.
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Product development and testing – Create solutions that work.
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Distribution – Ensure products are accessible to your audience.
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Advertising and promotion – Spread awareness in ways that resonate.
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Availability and fulfillment – Deliver value efficiently and effectively.
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Customer service – Build lasting relationships by serving your customers well.
These principles shaped his entire career. During his time working with alumni associations of colleges and universities, Alan built relationships that lasted because he focused on delivering more than just policies. r job was to help them friend-raise, not fund-raise. That was the whole model of Ohio State's alumni association—to be supportive in friendliness,” Alan explains. That shift in focus—to align with the association’s mission rather than just push products—earned him trust and loyalty with customers, clients, and direct reports alike.
Alan’s mantra, ,” became the foundation of his business philosophy. He emphasized that insurance isn’t a product people want but something they need to trust. ys with a laugh. “You can't ride it. You can’t drive it. You can’t water ski behind it. [But] It’s something you have to buy, and you need it.”
This approach highlights how Alan saw marketing as a service to ensure customers felt valued and cared for. That human connection—delivering peace of mind—is what defined Alan’s success and is still a lesson worth remembering today. For PIMA members, Alan’s approach serves as a reminder that success in the affinity market requires becoming a trusted partner who brings satisfaction, security, and peace of mind to every interaction.
Lesson #2: Leadership Is Built Through Connection, Not Command
Alan’s leadership style was deeply personal, a reflection of his time as a Navy officer. he says. His time in the Navy taught him that leadership begins with knowing your people, and he carried that philosophy into his business life.
When Alan became CEO of Bertholon-Rowland Corp. after they acquired his company, he found what he felt was a lack of business purpose. why they were coming through the door each day,” he says. To realign the company, Alan started with a simple exercise: writing that same mantra on a whiteboard. people who are here to help other people have satisfaction, security, and peace of mind.” “‘Now,’” he told them, “‘We can start doing business and making money.’ And from that day forward, that company made money.”
However, the most significant test of Alan’s leadership came on September 11, 2001. That morning, he walked past the World Trade Center on the way from his apartment to his nearby office at 8:30 a.m., unaware of the tragedy that would soon unfold. Hours later, he ensured every member of his team evacuated the office safely.
For Alan, leadership wasn’t rooted in authority—it was built on trust. By demonstrating unwavering support for his team, he earned their loyalty and commitment. That trust became the foundation that carried them through the challenging weeks ahead as they worked to rebuild operations.
Alan’s story is a reminder that leadership is most effective when it’s rooted in connection. It comes from standing shoulder to shoulder with your team and showing them that their success is your priority.
Lesson #3: Innovation Comes from Staying Close to Those You Serve
Strategic innovation was a constant in Alan’s career. He believed that the best ideas came from listening to your customers. One of his earliest lessons in innovation came from his father, who taught him how to sell Swiss cheese per customer in their family dairy.
they’ll say a familiar thing like a pound. Instead, you put the knife on the cheese and say, “Would you like this much?”’ And of course they’re gonna say yes. And you’ve just sold two pounds.”
Alan carried this principle into the insurance business, crafting pre-packaged term life policy options—$75,000, $100,000, or $125,000—because he knew that customers appreciate simplicity. he explains, underscoring how understanding customer behavior made it easier to meet their needs without overwhelming them.
This philosophy of staying attuned to his clients’ needs guided Alan through one of his biggest career shifts. When technological advancements in the 1990s began to reshape the market, Alan recognized that adapting was essential to ensuring his company’s future. g it all,” he says, “But I was on the precipice of needing a huge amount of capital investment [to keep up with] the computer revolution.” Rather than compromise his company’s ability to serve its customers, Alan accepted an acquisition offer from Bertholon-Rowland Corp. in New York City, positioning the business for continued growth within a larger operation.
By remaining focused on the needs of the people his company served, Alan showed how strategic innovation can deepen the connection between a business and its customers. Whether he was selling Swiss cheese or scaling operations to meet new challenges, Alan stayed rooted in the idea that true innovation comes from understanding and serving others.
Alan’s journey is a testament to the values that have defined PIMA for 50 years. His stories remind us that success in the affinity market comes from understanding people, leading with purpose, and adapting with integrity.
Looking back, Alan’s advice is as relevant today as ever: nderstand your business, your product, and your marketplace. And manage the organization, but lead the people.”
For Alan, the affinity market was never just a job—it was his life. As he puts it, His belief in the industry’s purpose and value is what fueled his decades of success and ensured its lasting impact.
PIMA® (Professional Insurance Marketing Association®) is a member-driven trade association focused exclusively on the affinity market.
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