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Ben Newman ​ Best-Selling Author, International Speaker Ben Newman is a Best-Selling Author, International Speaker and highly regarded Performance Coach whose clients include top companies around the world, business executives, high performing sales organizations and professional athletes in the NFL, MLB, PGA and NCAA. Ben’s most recent book, “Own Your Success” was ranked by CEO READ as their #13 business book of 2012! In addition in 2012, The Napoleon Hill Foundation recognized Ben as one of the TOP 51 speakers & thought leaders in the World! Ben’s renowned Boot Camp’s, speaking, books, blogs and videos empower and inspire thousands of individuals each year to maximize results in their lives personally and professionally. Participants are able to uncover their true potential, ready to create the life they are meant to fight for and enjoy. Ready to take on THEIR relentless pursuit of greatness: Their Prizefighter Day! Ben’s mother, Janet Fishman Newman’s death, 11 days before his eighth birthday, left a cavernous hole in his universe. Yet while his mother passed away all those years ago, not a single day goes by without the reminder that she helped Ben become the man that he is today. Her strength, her love, her work ethic and her legacy live on through him, through the family he has created, and through the work he does. He has come to realize that she was demonstrating a very important truth – our circumstances in life are much less significant than our responses to them. Ben empowers audiences to recognize that “YOUR success is not just about changing YOUR habits, it’s about changing the way YOU think.” His clients have included: United States Army, MARS Snackfoods, St. Louis Cardinals, Northwestern Mutual, AFA Singapore, Mass Financial Group, Wells Fargo Advisors, Great West Life Canada, Boston Medical Center, Boys & Girls Club of America, St. Croix, New York Life, The Minnesota Vikings, as well as thousands of executives, entrepreneurs, athletes and sales teams from around the globe who attend his speeches and seminars. His authentic, powerful, and engaging presentations have become nationally recognized. Ben has shared the stage with Tony Dungy, Colin Powell, Brian Tracy, Ken Blanchard, Jon Gordon, Dr. Jason Selk, Floyd Little, Aeneas Williams, Walt Jocketty and other leaders and legends in the world. Ben is a 6-time author and his latest book, Own YOUR Success: The Power to Choose Greatness and Make Everyday Victorious is a #1 Business Best-Seller. The highly anticipated release of Leave YOUR Legacy will be in March of 2015. He is also the author of YOUR Mental Toughness Playbook, Fight the Good Fight, Pocket Truths for Success & Pocket Principles for the Insurance Business. In addition, Ben was a co-author of the recently released “Napoleon Hill’s 17 Principles of Success.” Ben lives in his hometown of St. Louis, Missouri with the true measure of his success, his wife, Ami, and their children, J. Isaac and Kennedy Rose. Previous Speaker Go back to Speaker Network Next Speaker

David Resseguie ​ Chief Shepherding Officer Dave Resseguie began his career in the financial services industry in August of 2007. He spent 10 years working in leadership roles within both Northwestern Mutual & MassMutual agencies in Chicago, Ft. Lauderdale, & Miami. He specialized these roles in coaching leadership teams and top-performing financial advisors. In April of 2011, Dave began what many refer to as a “side hustle.” As Chief Shepherd of The Resseguie Group , Dave works virtually and in-person, with leadership teams & entrepreneurs as they lead themselves, lead others, & lead their businesses. The Resseguie Group serves others in the following focus areas: Keynote Speaker New Advisor Training One on One Coaching Dave attended the Moody Bible Institute receiving a bachelor’s degree, double majoring in both Bible & Youth Ministry. Dave serves on the board of the Fellowship of Christian Athletes for the South Atlantic region. He is married to Gennifer. They live in Coral Springs, Florida with their 7 year old daughter, Charli, their 4 1/2 year old son, Chaz, and their almost 2 year old son, Cameron. The Resseguie’s are huge New York Mets fans! Previous Speaker Go back to Speaker Network Next Speaker

Next Item Previous Item Go back to White Papers List Having a strong organizational culture enables you to hire, conduct business and attract clients in a consistent way that aligns with your overall values. With the fast pace of technological change today, a training culture can give you a competitive advantage when it comes to recruiting and retaining the best talent. Imagine that a quality candidate is considering your organization and another one, but you offer continuous training as a benefit. That will normally make the candidate’s choice simple and obvious. Investing in training for everyone in your organization shows them that you value their professional development and advancement potential. According to Arie de Geus, head of Shell Oil Company’s Strategic Planning Group and a visiting professor at London Business School, a learning culture is not only a strong source of sustainable competitive advantage; it is a critical corporate asset. He says, “Learning is the only source of sustainable competitive advantage.” Instead of investing in training once in a while — when someone requests it or when compliance requires it — make training a key element of your company’s or firm’s makeup. So how do you build training into your culture in such a significant way that it defines your organization? Here are some tips to get started. Survey everyone in your organization to find out what types of training they want to take. What skills do they want to improve, and what type of training do they prefer — online courses, webinars, on-site classes or off-site classes? Offer training to everyone. Instead of focusing only on advisors, for example, offer training to managers and support staff as well. Hire a training manager. Or assign the job of assessing, scheduling and evaluating training to one of your existing team members. This will show the people in your organization that you are committed to making training an integral part of your culture. Establish a mentoring program. Have your senior advisors mentor newer advisors and offer jointwork arrangements. Consider participating in the MDRT/GAMA International Mentoring Program. Create a coaching program. Coach everyone. Many managers make the mistake of focusing their coaching efforts on the rookies or poor performers. Offer coaching to your top performers. They will value the extra guidance on top-level issues, and it’s important to keep them happy. Leverage the expertise of your own people. Build a company e-learning program that enables your more experienced team members to share their expertise with newer employees. Let them be the subject-matter experts who provide some of the training, and reward them for doing so. Offer training in both “hard” and “soft” skills. Some of your team members need training in skillbased areas, while others probably need training in “soft” skills like negotiation, resolving conflicts and being more customer-focused. Attach specific goals to the training. Ask every team member what he or she hopes to gain from the training and how it can also benefit the organization. After the training, have your managers find out to what extent the training lived up to those expectations. This will help you evaluate the ROI. Communicate and celebrate training outcomes. If a training program was at least partially responsible for a team member being promoted, let everyone in the organization know about it. This is an effective way to reinforce the connection between the training you offer and the advancement of those who take the training. Measure the effectiveness of your training program. Consider using a feedback app, which can contain different sets of several questions for different situations. You can repeat the questions at various intervals to create a trend analysis. Use a SharePoint-based intranet to help employees track the progress they make in implementing improvements. Building a training culture requires an ongoing commitment and strategy. Unfortunately, too many agencies, firms and companies have a set-it-and-forget- it formula, which does not move the needle in the proper direction. The rewards of establishing a training culture will help turn each of your top goals and objectives into reality, in increased productivity, expanded markets, recruitment and ultimately retention. An Effective Training Platform for Managers and Advisors An effective resource for training financial advisors is Hoopis Performance Network, which features online, on-demand, total video-based training built on four Disciplines of Success with access to more than 400 sessions. The coursework can be either self-study or facilitator-led, and it complements any firm, agency or company training programs and marketing selling systems. Your advisors can access the video training anytime, anywhere, on their computers, smartphones, or tablets. It’s a cost-effective, time-efficient way to increase productivity, thus retention. An effective resource for training new or experienced sales leaders is HPN, an innovative virtual platform designed for financial leaders who are building a region, an agency or firm, a sales unit, or a sales team. You can get access to hundreds of high-impact sessions for all levels of experience, divided into five distinct elements of success. These sessions are short and easily digestible, averaging less than 10 minutes. Your managers can access the video training anytime, anywhere, on their computers, smartphones, or tablets. 10 Tips for Building a Training Culture

Next Item Previous Item Go back to White Papers List Introduction With more and more agencies and firms working virtually, many leaders are bringing new financial services professionals on board whom they have never met in person. Given the significant relationship-building focus of the profession, some leaders are asking if it’s possible to successfully launch new agents and advisors in a virtual world. The answer from many of the experienced leaders we spoke with is a resounding, “Yes!” Bringing new people on board in a remote environment is not without its challenges, however. Developing a sense of camaraderie and belonging may be difficult for new financial services professionals who cannot meet the rest of the team in person and building a client-base virtually can feel more than a little daunting. The onboarding process you use can make all the difference to the success of your new agents and advisors. A study by the Society for Human Resource Management (SHRM) found that people who have a positive onboarding experience are 69% more likely to stay with a company longer than those who do not. To see how leaders in financial services have adapted their onboarding processes for a remote field force, we spoke with 15 experienced agency and firm leaders from 10 different companies. Some of these leaders have been leading remote teams for several years, others adapted their processes with the onset of the 2020 pandemic. All have proven track records for launching, developing, and retaining top performers. Leaders in our study have implemented a structured approach to onboarding focused on three key areas: Training and developing new financial services professionals. Providing business support. Creating connections with the culture and the team. Key Take-Aways for Leaders Develop a structured process for onboarding new agents and advisors virtually. Include training in remote-work tools and skills in your development programs. Leverage virtual platforms to create opportunities for new financial services professionals to learn from senior professionals they wouldn’t normally have an opportunity to meet. Check-in with new financial services professionals frequently. Discuss remote-work policies, security procedures, and expectations (regarding availability and meeting attendance, for example) with new financial services professionals. Create opportunities to connect new financial services professionals with the rest of the team professionally and socially. Training and Developing New Financial Services Professionals Training and development programs have not changed significantly in the virtual environment. What financial professionals need to know remains the same; how they are learning it has changed. Field leaders and training facilitators are taking full advantage of their virtual platforms to keep new financial services professionals engaged in the learning process. For example, they use: Break-out rooms for trainees to practice scripts and role-play in small groups. The chat function to gather questions and then adjust presentations on-the-fly to answer the questions during the training session. Polls to generate discussion and quiz trainees on different topics during training sessions. One skill that has been added to many training programs is teaching new agents and advisors how to run virtual client meetings. Trainees learn how to use the virtual platform, how to present illustrations, and how to keep clients engaged during the meeting. It’s important to keep track of individual participation during virtual training sessions so you can check in with people who aren’t participating. Some facilitators keep a list of participants in front of them and place a checkmark by a person’s name each time he or she participates. That way the facilitator can draw out people who are not participating or check in with them after class to address any concerns. Peer-Accountability Groups and Study Groups Peer-accountability groups such as client-builder and sales-builder programs are still an important part of the development process. In addition to keeping new financial services professionals focused on revenue generating activities, these peer-to-peer learning opportunities create a strong sense of camaraderie and support. Some leaders have set up study groups using prerecorded presentations or guest speakers. Teams listen to the presentation as a group and then discuss what they learned and how they plan to implement their ideas. Leaders are also taking advantage of self-directed training programs where trainees learn on their own time—by reading articles or watching videos, for example—and then meet virtually to discuss what they’ve learned. These collaborative-learning programs teach more than business skills. The peer-to-peer learning that occurs through study groups, client-builder, and sales-builder programs has been shown to develop higher-level thinking skills, stronger communication skills, better self-management, and leadership skills. Joint Work and Mentoring Many training and development programs include connecting new and experienced agents and advisors through joint work and mentoring programs. Some leaders hold weekly virtual seminars where experienced agents and advisors share their best practices with newer professionals. Others include virtual one-onone meetings between new and experienced financial services professionals as part of their development program. Working virtually has increased the effectiveness of many of these programs. One leader told us, “We used to fly new advisors around the country to meet with different senior advisors. Now it all happens virtually. It means the new advisor can learn from more people than ever before, and it is much more costeffective for us.” For many agencies and firms, joint work is flourishing in the new virtual environment. New financial services professionals have access to experienced agents and advisors from across the country, people whom they might never have had access to before. Some organizations have formal joint-work programs where joint-work teams are assigned; others let relationships develop organically. Some leaders have new agents and advisors work with several experienced financial services professionals to gain different perspectives on how to approach clients and run meetings. Whether the joint-work program is formal or informal, preparation and practice are vital. “You have to know when one person’s going to speak and when they’re going to pass the baton,” one experienced leader explains. “You don’t want to trip over each other during the meeting.” Successful joint-work teams spend time before client meetings reviewing the agenda and defining their roles during the meeting, including who will speak when, who will collect presentation materials and put them in the correct order for the meeting, and who will manage the virtual presentation. One leader in our study decided to become an expert on running Zoom meetings. “I’m their co-pilot during client meetings,” she says. “They don’t have to worry about the technology.” Over time, agents in her organization have developed skills in virtual presenting, but she is always available to help when needed. The debrief after a virtual meeting is as important as the preparation before. New financial services professionals review what they have learned and discuss how to improve future meetings. This is also the time to identify follow-up roles and responsibilities. Leading Remote Teams While not the topic of this study, it’s important to note that leaders should also develop skills to lead in a virtual environment. Listening and observation skills become even more important when leading remote teams. Maintaining high energy and a positive attitude is vital for keeping people engaged during difficult times. As one leader told us, “You need to always be on. People are looking to you to see how they should react to these changes.” Flexjobs.com, a site focused on remote work, identifies the following leadership skills required for managing remote teams: Developing and maintaining trust. Facilitating virtual meetings. Tracking progress and managing accountability. Communicating via email. Maintaining work-life balance (for yourself and your team). Providing Business Support The business support that organizations provide new financial services professionals plays a major role in their long-term success. Joint-work and mentoring programs are part of that support, but leaders have also adapted other processes to support new agents and advisors in a virtual environment. They schedule virtual group call-a-thons and virtual client seminars to help new financial services professionals develop prospects, for example. Business-Building Support Some organizations hold activity-based contests and team new financial services professionals with experienced agents and advisors. Leaders team new agents and advisors with experienced professionals from different parts of the country to allow them to work with people they wouldn’t normally get a chance to meet. One large firm has implemented a business building contest that also helps new financial services professionals gain a passion for the business. The contest is based on the theme of “people helping people.” The goal is to insure 40 lives in the first six months and 100 lives in the first 12 months. The face value of the contract doesn’t matter. The contest is focused entirely on helping people get the insurance they need. This contest helps to launch new financial services professionals successfully and instills in them a passion for the work they do. Leaders in this firm have found that new financial services professionals who attain these two goals in their first year have higher retention rates than those who do not. Expectations and Accountability Clear expectations and regular feedback are still the foundation of successful onboarding. And, in the virtual environment, leaders have significantly increased the frequency of their communications with new agents and advisors. These include daily huddles and weekly meetings with the entire team as well as weekly group calls with new financial services professionals and weekly, sometimes daily, individual calls. In one organization in our study, new financial services professionals participate in weekly meetings with their sales manager and another meeting with the firm leader. Another organization assigns senior advisors as mentors. New advisors have individual weekly meetings with their mentor, participate in weekly team meetings, and meet individually with leaders on the professional development team twice a week. Many experienced leaders document expectations for their new financial services professionals. One experienced multi-line leader we spoke with provides her new agents with an operations manual that clearly defines their role, the sales process, and performance expectations. Another leader has defined expectations for each week of the first four months of the career. He sends weekly emails that identify the training and activity expectations for that week. The leader then uses these emails in his coaching sessions with new financial services professionals. Virtual coaching conversations with new financial services professionals haven’t changed, but many leaders say they are paying more attention to body language and listening carefully for warning signs that a new agent or advisor is heading off track and may need extra support. And, of course, leaders continue to work with new financial services professionals to develop their business and marketing plans, now with a focus on how they will grow the business through virtual interactions. The virtual environment also allows leaders to establish review committees comprised of experienced agents and advisors from across the country. So, once again, new financial services professionals are connecting with and getting advice from people they might not have had an opportunity to meet in the past. Remote Work Tools and Resources An important part of the onboarding process is providing new financial services professionals with the resources and tools they need to succeed. Many organizations have added training in using remote work tools such as Zoom, Adobe Connect, and Microsoft Teams to their onboarding programs. In addition to providing virtual platform training, leaders should also share their remote work policies, security procedures, and expectations (such as availability and meeting attendance, for example) with new financial services professionals. Creating Connections Developing business-building skills is only part of a successful onboarding process. For retention and long-term success, new financial services professionals must feel like part of the team and be engaged in agency or firm activities. In addition to arranging meetings between new and experienced financial services professionals, field leaders use several different strategies to get new agents and advisors involved with the team and the culture. Use Virtual and Social Media Platforms to Develop Camaraderie within the Team In one large firm, new financial services professionals meet the CEO, department heads, and the entire leadership team on their first day of orientation. This sends the message from day one that the leadership team is committed to their success. Leaders have increased the number of touchpoints with new financial services professionals. Regular and frequent check-ins help new team members feel connected to the rest of the team even though they aren’t meeting in person. Current team members can send emails, write notes, or call new team members to welcome them to the team. Some organizations create welcome videos. Many use Facebook, Twitter, LinkedIn, or Slack to welcome new team members and to keep them engaged in the culture. Some leaders send welcome packets to new team members’ homes. To create a sense of belonging, make sure the whole leadership team is checking-in with new agents and advisors regularly. And create opportunities for new and experienced financial services professionals to interact both professionally and socially. Many leaders include fun activities, such as trivia games, in their meetings to develop camaraderie within the team. Virtual happy hours have become a regular occurrence in many organizations, and some leaders have started hosting virtual coffee hours. It’s important for remote workers to feel included in team activities. Even simple gestures such as sending gift cards so remote participants in training classes can purchase lunch can make a big difference. Onboard in Groups to Create a Sense of Belonging Working remotely can lead to feeling isolated, especially for new team members who haven’t developed relationships with the rest of the team yet. In a 2019 Gallup poll, 21% of remote workers reported feelings of loneliness and isolation. Onboarding in groups can create an immediate sense of belonging for new financial services professionals. If you are unable to onboard in groups, consider inviting all people who started in the past 3 months to a group onboarding session. One leading firm emphasizes to new financial services professionals that the people they are meeting in their training programs are the classmates they will be going through the same experiences with for the next four years. Another leader at a successful multiline agency told us, “It creates a feeling of ‘We’re all in this together,’ among the team. New agents started reaching out to each other on their own to help and support each other.” The Challenges of Virtual Onboarding Despite the success leaders are having onboarding new financial services professionals, there are challenges. Testing sites in many states are closed or back-logged and new agents and advisors are unable to obtain their licenses. “There’s a timing issue between when advisors are studying for exams and when they can take exams,” one leader told us. “You have to factor that into the process.” People are also starting to feel what one leader labeled Zoom fatigue. “You need to keep it fresh all the time. It takes more time to prepare for meetings because you have to think of new ways to keep them fresh and engaging.” A few leaders confirmed that productivity is down. One leader noted that overall productivity was down 11%, with new advisor productivity down 45%. Another said they have one-half the number of applications compared to last year, but 90% of the revenue. “What that tells me is that established advisors are doing fine. They bring in the larger cases. Newer advisors are struggling.” Still, the leaders we spoke with in our research remain optimistic as they navigate this new virtual environment. Many are having record recruiting years and are excited about the quality of recruits they are bringing on board. They have adapted their onboarding processes to adjust to a virtual work environment and are making adjustments as they go. “Nothing is permanent,” one leader told us, “We try something and if it doesn’t work, we pivot and try something else.” Conclusion Whether it is virtual or in person, the fundamentals of a successful launch haven’t changed. New financial services professionals need development opportunities to gain the knowledge and skills required to build a business. They need support from agency and firm leaders, and they need to feel connected to a team that is providing a meaningful service to its clients. While almost everyone prefers working in person, most leaders agree that the new virtual work environment offers unexpected benefits. With no geographic boundaries, new financial services professionals can receive support, mentoring, and advice from their peers around the country, and they have more opportunities to expand their business and partner with new people. While most leaders are looking forward to conducting business in person once again, they have also realized that the benefits of remote work are too important to ignore. “There’s a new paradigm,” one leader told us. “People coming into the business today have opportunities they never had before.” Did You Know? 69% Employees who are more likely to stay with a company longer if they have a great onboarding experience. 74% Companies that expect some of their employees to continue remote work after the pandemic ends. 60-64% US workforce that regularly works from home as of May 2020 59% Employees who want to continue remote work after 2020 pandemic ends. 7% US workforce that regularly worked from home before March 2020. 54% Employees who are willing to quit their current job for one that allows them to work remotely. Zojceska, A. (2020, May 18). COVID-19 & Work From Home Stats: Is Remote Work Here to Stay? Virtual Onboarding

Next Item Previous Item Go back to White Papers List As you spend decades in the workforce, you dream about retirement. As it gets closer, you think about how to bring your dream to life. Each person’s idea of retirement differs based on their goals, desire or need to continue working, as well as other considerations. Regardless of your idea of retirement, you need to consider some specific things and take preliminary steps to get ready for retirement. Financial and life goals, as well as feelings about working and planning for healthcare needs are some of the most crucial factors to evaluate when you are getting ready for retirement. Getting Ready for Retirement As you spend decades in the workforce, you dream about retirement. As it gets closer, you think about how to bring your dream to life. Each person’s idea of retirement differs based on their goals, desire or need to continue working, as well as other considerations. Regardless of your idea of retirement, you need to consider some specific things and take preliminary steps to get ready for retirement. Financial and life goals, as well as feelings about working and planning for healthcare needs are some of the most crucial factors to evaluate when you are getting ready for retirement. What Are Your Retirement Goals? Everyone thinks about how they would like to spend their days during retirement. You might want to travel, attend classes for things that interest you, volunteer for organizations and causes you are passionate about, and/or participate in other hobbies. You also need to consider the location where you want to live and type of housing you want in retirement. If you’ve spent decades maintaining a house and yard and paying down or even paying off a home mortgage, you might not want that responsibility anymore. Maybe you want to downsize and buy a condo or townhome, maybe you want to be in a retirement community, or maybe you want to buy an RV and travel around the country. In any case, as you are getting ready for retirement, many of your choices will hinge how and where you want to live. To Work or Not to Work Those who have spent their life punching a time clock, working long hours, or running their own business often fantasize about having all the time in the world during retirement. Yet, leaving the workforce can be a traumatic experience for some. You might not be emotionally ready to retire, and that is perfectly okay. Each person is different; and, unless you are a commercial pilot or have another profession with a mandatory retirement age, you don’t have to call it quits until you feel ready. Financial needs might dictate if, or how much you need to work during retirement. For others, too much time on their hands results in boredom and sometimes, even depression. When you are planning your retirement, you need to evaluate if you want and need to work, and how much time per week or how much income you need or want to make. Living the Good Life by Eliminating Debt When you near retirement, you might choose to work, but it’s ideal if you aren’t forced to. Eliminating your debt prior to retirement will help reduce your monthly income need. Start with any credit card debt, outstanding loans for cars, boats, and other toys, and any other money you owe. If you still owe money on real estate, you should work on paying down or paying off any mortgages on your primary residence and any vacation properties you own. You will still have monthly expenses such as utilities and insurance premiums, but you can live a higher quality of life when you aren’t paying debt once you choose to quit working. Determine a Preliminary Monthly Budget Once you have an idea of your retirement goals, where you want to live, and whether you want to work, you need to determine how much your monthly expenses will be and how much income you need to support them when you retire. These numbers won’t be exact but having some idea will help you make decisions about housing and the extent to which you need to work. Calculating a preliminary monthly budget requires examining your retirement income streams, which can include: Pension benefit Social Security benefits Traditional IRA accounts, Roth IRAs, and SEPs One or more of several types of annuities Your monthly income amount from all of these sources can vary based on the age you choose to retire. In fact, if you choose to take withdrawals from some retirement accounts prior to age 59 1/2, you might face a 10 percent penalty on top of regular income tax. Similarly, each year you wait beyond your Full Retirement Age, up to age 70 to collect Social Security benefits, your monthly benefits will increase by eight percent. No additional benefits exist to start collecting Social Security benefits beyond age 70. Aside from evaluating your monthly income and expenses, you also need to consider any family obligations you might have. Do you have adult children with special needs or other dependents for which you need to provide? Will you continue any support you provide after retirement? Do you want to help grandchildren pay for college? Plan for Healthcare Once you reach age 65, you are eligible for Medicare. You have the option to choose Original Medicare or Medicare Advantage, as well as the Prescription Drug Plan. While some Medicare options cost less than others, you still need to plan for premiums, deductibles, co-payments, and services not covered by your plan. If you plan to retire before age 65, you will need to determine how you plan on covering health care costs until Medicare kicks in. Other healthcare things you need to plan for include vision and dental services not covered by Medicare, as well as long-term care. Medicare only pays for medically necessary nursing home expenses, and you have to meet a very strict criteria to be approved. There are a number of long-term care insurance plans which exist to help provide a host of services that aren’t covered by regular health insurance. This coverage is designed to include assistance with your routine daily activities, like bathing, dressing or getting in and out of bed. A long-term care insurance policy helps cover the costs of those routine daily activities when you have a chronic medical condition, a disability or a disorder such as Alzheimer’s disease. Most long-term care policies will reimburse you for care given in a variety of locations, such as : Your home. A nursing home. An assisted living facility. An adult day care center. Using your personal savings and investments, as well as home equity also could provide a solution for long-term care expenses. Planning for long-term are expenses is especially important when someone loses a spouse or doesn’t have anyone to help with daily care. Contact Hoopis Performance Network to Learn More About Planning for Retirement HPN provides knowledge and skills training for management, producers, and staff in the financial services industry. We aim to help you grow your business by putting exceptional resources at your fingertips to help your clients increase their financial literacy and plan for their retirement. Contact us today for your training and education needs and to learn more about how you can help and encourage your clients to take the steps they need for a rich and fulfilling retirement. Getting Ready for Retirement

Alexis Gladstone ​ Principal, Intelead Alexis Gladstone is the founder of Intelead. Through consulting, training, speaking, and executive coaching, she works with clients in the areas of leadership, sales, and organizational change to maximize individual and company results. Alexis has worked across industries from financial services to oil & gas, and everything in between. While the leadership problems most businesses face are the same, she believes the solutions are unique to its culture. She uses her ability to quickly learn about the business and pull on her experiences to recommend appropriate, custom solutions. Her passion is helping women succeed. She works with women individually through coaching and mentoring, and with organizations and leaders who want to recruit, retain, develop and champion women. Alexis has presented and trained on leadership at both public companies and not-for-profit organizations including Bank of America, Bankers Life, The YWCA of Chicago, Heartland Alliance, DePaul University and Northwestern University Alumni. Internationally she has been honored to present to business and government leaders in Harbin China, and to a number of financial organizations in Melbourne Australia. Previous Speaker Go back to Speaker Network Next Speaker

Jim Ruta ​ President of AdvisorCRAFT Jim Ruta is president of AdvisorCRAFT and a life insurance industry analyst, advisor coach, speaker and media commentator. He appears regularly in international media and highlights some of the world’s top advisor programs including the Main Platform of the Million Dollar Round Table. Jim started as a life insurance agent at age 22 and led one of Canada’s largest insurance agencies by age 40. He is the author of several best-selling advisor business development books, writes for many top industry publications and hosts “Ruta’s Rules” every week on IE:TV. Jim is co-founder and Emcee of the “Canada Sales Congress” – the largest event of its kind in Canada. Jim is a shareholder and consultant with Austin, Texas-based InforcePRO™.com, a unique, online life policy service, sales and marketing system that helps professional life agents attract sell more life business through service. Previous Speaker Go back to Speaker Network Next Speaker

Troy Korsgaden ​ Principal of Korsgaden International Troy Korsgaden is a highly sought-after insurance and financial services consultant. He is the principal of Korsgaden International, which specializes in global marketing, distribution, agency building and technology strategies for many of the world’s largest insurance carriers and financial services companies. As a consultant, speaker, and author of six books, Korsgaden’s mission is to help the insurance industry and its representatives wake up to the radical transformation taking place in the insurance industry. He helps those in the industry learn how to better communicate with consumers, so that consumers develop a higher appreciation for the value of insurance products. In his career, which spans over three decades, Korsgaden has instructed and spoken with hundreds of thousands of executives, agents, brokers, and staff members. A widely respected expert on the seamless distribution ecosystem. Korsgaden trains corporate insurance and financial services leaders on customer service, change management, technology, and transformational work, among many other key topics. Previous Speaker Go back to Speaker Network Next Speaker

Adam Holt CFP, ChFC CEO and Founder, Asset-Map H. Adam Holt has been a financial advisor for over 20 years, during which time he has helped build and manage his wealth management firm to over $1B in assets under management. Adam is known for his early adoption of technology to build trend-setting client experiences. This mindset led him to found Asset-Map, LLC, a financial technology firm dedicated to creating engaging visual communication tools used throughout the customer and advisor journey and now used by thousands of advisors worldwide. Previous Speaker Go back to Speaker Network Next Speaker

Don Badgley ​ Field Director Don Badgley is a Field Director with a major U.S. Financial Services company and has been practicing since 1986. He specializes in Life, Disability and Long-Term Care Insurance. He leads Seminars around the country and has been Field Faculty for that company’s training school since 2000. Don is now a featured contributor on the Hoopis Performance Network. Don is also a qualifying and life member of the Million Dollar Round Table (MDRT) and a multi-year recipient of the National Sales Achievement and National Quality awards. Previous Speaker Go back to Speaker Network Next Speaker