Technology became a lifeline. But Chris knew that it wasn't just about having the right tools—it was about knowing how to use them to maintain the human connections that made affinity so powerful. Through it all, he took away key lessons that continue to shape the industry today.
Lesson #1: The Best Leaders Leverage Both Technology and Relationships
For Chris, technology alone wasn't the answer. The companies that thrived were the ones that found ways to use it to strengthen—not replace—the relationships at the heart of the affinity market.
"There was a great leveling of collaborative technology that went on," he says. "We had to keep the connectivity and the "face-to-face" [interactions] really high. But you know, the relationships marched on."
With in-person meetings on hold, organizations had to find new ways to maintain relationships with partners, insurance carriers, and consumers. That meant learning how to make digital platforms work for them, rather than just using them out of necessity.
Chris saw this shift firsthand when he attended his first in-person PIMA conference after two years of virtual interactions. "It was New Orleans," he recalls. "Some of my own team hadn't seen people in the marketplace or people who were working for major insurance companies that worked with us. Some association leaders hadn't been face-to-face with anyone in years. But at the same time, you know, business continued. People did really well."
That experience reinforced what Chris had always believed: technology is only as valuable as the relationships behind it. Companies that stayed connected to their partners, their customers, and their teams found ways to innovate and grow, even in uncertain times. "We had some great leaders emerge from that [time]," he says, "It was wonderful to see."
Chris's leadership lesson is clear. The affinity market is built on trust, and the best leaders find ways to maintain that trust—whether in person or through a screen. The organizations that thrived were those that used digital platforms to strengthen relationships, adapt to changing consumer expectations, and create new opportunities.
Lesson #2: True Affinity Success Comes from Personalization, Not Just Products
One of the biggest transformations Chris has seen in the affinity space is the shift from broad offerings to highly personalized solutions. Consumers, now more digitally savvy than ever, expect tailored experiences that align with their unique needs.
"It was a real reigniting of the value of affinity," he recalls. "In terms of trying to really harness the like-mindedness that affinity groups bring. But the challenge was they really do want to be treated like members of a group." As he went on to explain, affinity isn't just about selling insurance to an existing audience. It's about crafting experiences, products, and services that feel like they were built specifically for that audience.
"[Many people] think of affinity marketing as just another way to sell insurance to existing groups without engaging them on a deeper level," Chris says. "That's a huge misconception." Rather, the companies making the biggest impact are those that truly understand the needs of their affinity members.
Whether it's offering unique coverage for veterinarians, designing products for military professionals, or ensuring that insurance benefits complement—not duplicate—what consumers already have, the key is relevance. "It's not about pricing per se," he says. "It's about having benefits that mean something to them as an affinity group."
For Chris, technology plays a major role in making that personalization possible. Over the years, he has seen the industry shift from basic consumer segmentation to advanced AI-driven insights that allow for highly tailored offerings.
"Fast forward to today and the marketing technology that's being used," he says. "The upending has been taken to another level. You're using AI to take those insights even deeper and further."
That level of personalization is what will continue to set affinity apart from traditional insurance models. The companies that embrace it will be the ones that lead the industry forward.
Lesson #3: The Strongest Companies Invest in the Next Generation of Leaders
As Chris looks at the future of the affinity market, he sees an industry in transition. Many long-time leaders are retiring, and the next generation is stepping in. For him, that shift isn't something to be feared—it's an opportunity.
"We're in the stage now where there are more that are retiring," he says. "You [have to] look at the next generation coming in and ask if you have people capable of really carrying the mantle of leadership. And I look there at PIMA and I had to say, yeah, there's some really solid folks in there."
Throughout his career, Chris made it a point to bring new talent into the industry. Whether at AMA or AGIA, he saw PIMA as a key part of professional development. "We actually used PIMA as part of our developmental process," he explains. "Not just direct reports, but we would bring the players who were another layer down. The risk was somebody would love them and try to pick them off, but I didn't care as much about that as I did them having a broad experience and seeing the industry in a bigger way."
That investment in future leaders has paid off time and time again. For Chris, leadership isn't just about guiding a company. It's about making sure that when one leader steps out, another is ready to step in. "Never underestimate the power of collaboration," he says. In the affinity market, success isn't built alone. The strongest leaders surround themselves with the right people and create opportunities for others to grow.
The Future of Affinity Depends on Its Leaders
As Chris reflects on his time in the industry, one thing is clear: success in affinity is about more than selling a product. It is about creating experiences, building relationships, and ensuring the industry continues to grow with the next generation of leaders. "The winners come from cultivating deep relationships," he says. "Understanding the nuances of members, collectively what makes these groups tick."
That understanding doesn't come from sitting at the top. It comes from being in the conversations, learning from others, and recognizing when it's time to step aside and let the next generation take the lead. "You've got to surround yourself with people who can take that to the next level," he says. "There comes a time where senior leaders have to say, you know, look, it's time for the next level of leadership to step in."
For PIMA members, that lesson is critical. The future of affinity isn't just about who has the best strategy today, but who is building the right team for tomorrow. It's about ensuring that when one leader steps out, another is ready to step in—with fresh ideas, new perspectives, and a deep respect for the relationships that make this industry what it is.
That, more than anything, is what Chris sees as PIMA's greatest strength. It is a place where collaboration is both encouraged and expected. It's where competitors share ideas, where the next generation is mentored, and where the foundation of trust ensures that the industry continues to thrive.
Because in the affinity market, success doesn't just come from what you build—it comes from who you build it with.
Published on March 26, 2025.
PIMA® (Professional Insurance Marketing Association®) is a member-driven trade association focused exclusively on the affinity market.
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