Fifty years ago, PIMA was founded on the strength of relationships and a shared belief in the power of affinity. That belief helped build programs, partnerships, and, ultimately, a community. A community where members learned from each other, challenged each other, and pushed the industry forward together.
This year, as PIMA marks its 50th anniversary, it also entered a new phase shaped by shifts in technology, consumer behavior, and member expectations. Leading the organization through this time of reflection and transition was Kelly Abeles, someone whose career has mirrored the complexity and evolution of the affinity space itself.
Kelly has seen the industry from every angle. “I’ve been in the association/affinity-sponsored insurance business my whole career,” she says. “I started out working for a third-party administrator… then moved to the association side… and now I am on the carrier side.” Today, as a carrier executive, she brings that full-circle experience to the highest levels of strategy and innovation. She hasn’t just studied the industry’s changes. She’s lived them.
Stepping into the role of PIMA president during a milestone year came with more than symbolic weight. It came with the opportunity to help define what the next 50 years could look like. For Kelly, that meant staying focused on the future but not forgetting the lessons that built the PIMA of today: Collaboration, curiosity, and a willingness to lead even when the path isn’t clear.
We spoke with her about the moments that shaped her, the state of the market, and the responsibility of helping the next generation both find their place and lead with confidence. Here are the lessons she learned along the way.
Lesson #1: Evolving Definitions Demand Smarter Conversations
Affinity is a word that gets thrown around often, but Kelly knows better than most how much weight—and confusion—can sit behind it. “When I first started, I’m not even sure people really knew what affinity was,” she recalls. “We talked a lot about association-sponsored insurance and putting programs together for membership organizations.”
At the time, the focus was on “bona fide” groups—alumni and professional associations where trust was already built in. However, as organizations morphed, the boundaries of what qualifies as an affinity group became harder to define.
“Being a member of the American Bar Association or the American Dental Association is very different than being a member of a wholesale club,” she says. “Or even some of the newer digital membership organizations.”
That shift hasn’t just affected how products are offered. It’s changed how the entire industry must think about segmentation, eligibility, and communication. The traditional model—broker, TPA, association, and carrier—isn’t always as straightforward. That’s exactly why PIMA’s role has never been more important.
“I think PIMA is doing a really good job in helping to define that and help get our arms around where we want to focus, how we want to focus, and what that means,” she says.
For PIMA members, this isn’t just an abstract conversation about industry labels. It’s about creating clarity in the face of complexity. The more precisely we define affinity in today’s market, the better positioned we are to defend its value, explain its impact, and build it forward.
Lesson #2: Regulators Are a Tough Audience and the Most Important One
For all the evolution within the industry, one thing remains an opportunity: regulatory understanding. “I think the biggest hurdle we continue to face is really trying to get the regulators… to understand the value of this marketplace, especially for group insurance,” Kelly says. “Trying to educate 50 states on the value of group insurance to members of affinity groups when they all have different views and eligibility regulations… that’s tough.”
The challenge isn’t new, but the stakes are higher than ever. As more carriers enter the space and more group types emerge, the definition of eligibility gets murkier. For companies trying to scale, that lack of clarity creates a major risk.
Regulations differ wildly from state to state. Some are rooted in legacy interpretations of what “group insurance” is. Others try to account for new membership models but fall short. Kelly warns that for carriers entering from traditional employee benefits, the transition isn’t always smooth.
“There are a lot of group insurance companies who think, ‘Oh, I can become a broader group insurance leader by going into the affinity marketplace,’” she says. “It’s an entirely different challenge when you have to develop and file products in every single state for various eligible groups, as opposed to an employer, who is considered an eligible group by all states.”
That’s where PIMA plays a strategic role as a source of shared intelligence, practical tools, and coordinated response. “One of the most valuable assets that we have is our Legislative & Regulatory Interest Group,” Kelly notes. “They stay on top of what’s happening, allow us to know movement and changes that are affecting us, and give us the insight to come together as an industry.”
For leaders navigating compliance in a fragmented regulatory environment, this shared visibility is invaluable. It creates a sense of stability and reinforces the value of collective insight, reminding us that even in a decentralized system, progress is still possible when we move together.
Lesson #3: Technology Alone Isn’t the Solution, but It’s Often the Accelerator
If regulation is the hurdle, technology is the runway. And for Kelly, it’s the single biggest force pushing the industry forward—provided it’s used with precision. “Technology and innovation have been accelerators in almost everything that we do,” she says.
Processes that once depended on paper, people, and time are now optimized—or entirely replaced—by digital tools. From marketing and medical underwriting to claims and customer communications, technology is transforming how affinity does business.
“Back in the day, all you had was direct marketing,” she says. “Then digital channels such as email were introduced. Now you’ve got multiple channels to leverage, including social and paid media options as well as personalized marketing automation levers… and a lot of the affinity groups are also leaning into those channels.”
But the power of technology isn’t in volume. It’s in targeting. “You have to walk away from that spray and pray,” Kelly says. “I need to talk to [Person A] different than [Person B], different than [Person C].” Today’s consumers expect relevance. This continues to be a paradigm shift, especially in a group insurance model that has historically treated members as uniform.
“It’s just being able to leverage those resources… to make the right offer at the right time to the right person in the right channels,” she says. As such, the goal is no longer just about having the technology. It’s about using it to listen better, serve smarter, and drive stronger results across the lifecycle of engagement for every person involved.
Fifty Years Forward and Still Evolving
Even as the industry wrestles with complex regulatory frameworks and rapid technological change, Kelly remains decidedly optimistic. “I think the future is really bright for the affinity marketplace,” she says.
That future, Kelly believes, depends on the energy of those just beginning their careers and the willingness of established leaders to listen and evolve. She’s seen that shift begin, especially through programs like PIMA’s mentorship initiative, where ideas are exchanged across generations and where younger professionals are encouraged to lead, not wait their turn.
“We need new future industry leaders to question what we’re doing and why,” she says. “And we can learn as much from leaders who’ve been in the industry for a long time as from the future leaders coming in and asking those questions.”
Her optimism is rooted in progress. New voices are entering the space. Longstanding members are opening the door. Together, they’re building the next version of the affinity market—one that looks different than what came before but holds the same commitment to service, community, and innovation.
“Fifty years strong—and I think we’re going to be another 50 or more strong if we keep focused on the future and moving forward,” she says.
That’s the message Kelly leaves with the PIMA community. The next era won’t arrive on its own. It will be shaped by those willing to stay curious, challenge assumptions, and carry the spirit of collaboration into every new decision. Her leadership reminds us that PIMA’s 50th anniversary marks more than time. It marks the moment we decide what comes next.
Published on May 5, 2025.
PIMA® (Professional Insurance Marketing Association®) is a member-driven trade association focused exclusively on the affinity market.
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