Captive Corner: VCIA Interviews Industry Experts
Joe Carter, VP of Business Development and UE Experience at United Educators, and VCIA Board Member
ue.org / @UnitedEducators / United Educators LinkedIn Company Page
|United Educators is a reciprocal risk retention group that provides the insurance coverage needs of more than 1,600 members ranging from large university systems to small, independent K-12 schools. Joe Carter’s responsibility is to set the strategy for UE’s growth. This includes planning the business development and distribution strategies that ensure success. He is also responsible for teams that manage UE’s brand and constituent experience strategy, the Voice of Constituent (VOC) program, digital experience, member support, marketing, and communications. Joe recently was elected to the Board of Directors at VCIA, and we sat down with him to ask a few questions. |
1. Tell us how you got involved with insurance and risk management. How did you come to UE? The early days in my professional journey were rooted in large commercial insurance companies with fantastic training programs for new employees. I began by handling first and third-party claims in an environment best described as “rapid fire” for America’s second largest insurance company at the time. I had the rare opportunity to rotate through other functions of the company including underwriting, risk management consulting, front-line sales management, and leadership coaching. Then I started an independent insurance agency/brokerage that I grew and sold to a larger agency owned by a regional bank. After a couple of additional executive leadership roles, I found this wonderful Risk Retention Group (RRG) captive that focused on education, a sector that I think is so important to our world. Joining United Educators was a chance to apply all my experiences to lead UE’s business development strategy, marketing, and member experience – a home run opportunity for me.
2. UE is celebrating its 35-year anniversary. What do you provide your members? We continue to deliver the third-party liability coverages that drove our creation by educational institutions in 1987. A significant part of our work is delivered well before any claims call comes in. We research and build training, loss prevention courses, and risk management tools that not only help prevent bad things from happening, but also help institutions prepare for bad things that are likely to happen. We are proud that these risk management resources are highly valued and utilized by educational institutions. Our resolutions team partners with institutions as soon as there is a concern about a potential claims matter. They help strategize early, while taking a Cool Head, Warm Heart® approach to resolving claims that recognizes the value of the relationships our members have with their students, staff, and communities.
All captives need to focus on their differentiation from commercial markets and think hard about why they exist. There needs to be a shared understanding about what captives are really accomplishing for their owners. I believe captives have a unique opportunity to help owners to see risks that lie ahead using trends from a purer set of data and experience.
3. What have you seen in the time you have been there? Can you tell us a little about the culture at UE? There are many liability lessons from education claims over the 35 years: preparation is as important as seeking prevention, active and early intervention usually is more effective than the “wait and see” tactics we’ve seen used by other carriers, and treating claimants with respect and empathy is an important part of loss mitigation, to name a few. Our culture is shaped by being member-owned. We’re serving members amid upheaval of the education sector, market fluctuations, and skyrocketing claims and defense costs. Enjoying a personal connection to our members drives an ethos of excellence in member service.
4. What are some of the challenges you see today for your members and what innovations is UE bringing to them to meet those challenges? We see several challenges that have been pervasive with new ones emerging. In recent years, we’ve monitored how demographic shifts are affecting enrollments and the top lines for many institutions. And we all think about the financial and operational risks going forward for tuition-dependent institutions. There are also real concerns about keeping campuses operating as healthy and safe environments for in-person learning. Most campuses, including K-12 sites, are concerned about student mental health for good reasons. And many are concerned about employee mental health as we transition through the next phase of this pandemic. And there is the ever-present challenge that all employers face in managing risks such as employment and misconduct issues involving high-profile and highly-valued employees. In the education arena, these include coaches, researchers, faculty, presidents, or trustees. UE’s risk research and resolutions teams work constantly to develop useful tools that help break these complex exposures down into tactical and useful programs that help campuses effectively plan and train administrators, employees, and students on staying healthy and safe.
5. What are some of the challenges facing UE as an organization and the captive insurance/RRG industry as a whole? UE faces many of the same challenges that most providers do. We are seeing loss inflation that goes beyond just a rise in the average cost of a claim or even a category of claims. The rise in claims costs and awards reflects a societal trend that is punishing institutions of any type without regard to the nexus between bad verdicts and the rising costs of insurance going forward. Insurer investment strategies aren’t delivering much return in recent environments, so there is great pressure to underwrite and price your business accurately and on time. That is a hard pill for owners to swallow during times of rising loss costs. All captives need to do their best job of speaking this truth to their owners. And when we are doing this correctly, owners understand that the captive’s health is directly tied to their ability to manage risks and losses. All captives need to focus on their differentiation from commercial markets and think hard about why they exist. There needs to be a shared understanding about what captives are really accomplishing for their owners. I believe captives have a unique opportunity to help owners to see risks that lie ahead using trends from a purer set of data and experience.
6. Why does Vermont fit UE’s mission and business plan as your domicile of choice? I believe that one of the best things that Vermont does for domiciled captives is allowing and encouraging open dialogue. They do a really good job at getting to know the organizations doing business in and around the state. They show up at industry conferences not just to speak and deliver content, but to also listen and learn. That’s a level of engagement that allows them to be helpful to innovation while they ensure compliance. No one wants to see bad captives formed or operating in the market. I believe Vermont’s approach to engagement keeps the marketplace respectable and healthy for consumers of these services.
7. What are you most proud of as you look back over the past 35 years for UE? There are many things that I could talk about. It is impressive how our captive and its membership have grown so much since I joined. The staff I have the pleasure of working with and learning from every day are smart and bring a rich diversity of experience. They work collaboratively and challenge us leaders to think hard, consider much, and act decisively. We’ve also been working hard to foster and improve our culture of inclusivity. I am proud of how our teams contribute in many ways. And we’re just getting started. I know we will continue to grow our culture of diversity, equity, inclusion, and belonging.
8. Is there anything that we didn’t cover that you wanted to talk about? I think captive organizations represent the best in business relationships between owner and provider. Being able to do this constituent experience work on behalf of those that you serve just demonstrates a purity in relationship that cannot happen with the influence of third-party shareholders. And all captives have that opportunity to focus forward to give owners more research, more knowledge, more attention, and better service than any other option in the market. In fact, there should really be no better experience available when an effective captive option is present. No other option can to focus and deliver like we do.