Latoya Jones

I've spent my career working with people, training people, and building relationships across different industries. And what I've learned is that you can teach somebody a process, you can teach them a product, and you can teach them how to sell. But helping somebody understand the responsibility that comes with earning another person's trust? That's something that changes how they approach their entire career. I want agents to know that the work they do matters. I want agents to remember that there's a life happening on the other side of every phone call, and inside of every policy. Because the sale is how you begin, but the relationship is how you build. You build trust. You build loyalty. You build a reputation. And if you do it well, you build something that lasts long after that first transaction. If people walk away from this conversation understanding that relationships aren't separate from the work we do, they are at the very heart of it. then that would be a home run for me.

One of the hardest periods I remember was when CMS introduced the new Medicare marketing and oversight requirements for the 2024 contract year. We were navigating stricter expectations around carrier oversight and monitoring, along with changes to Scope of Appointment requirements. And I remember the anxiety across the industry. Agents were asking, "How am I supposed to do my job and serve my clients without feeling like every appointment is something I could get in trouble for?" I remember being at a packed industry conference where everyone was trying to understand what these changes meant for their businesses. People were looking for answers, and I understood why. These were professionals trying to do right by their clients while adjusting to a whole new level of regulatory scrutiny. From the carrier side, I understood that we had a responsibility to uphold those requirements and protect beneficiaries. But I also knew that how we communicated and supported our agents mattered. I had to find that balance between oversight and partnership. I reminded myself that oversight shouldn't feel like putting agents in a prison. It should empower them to meet the standards, understand the expectations, and serve their clients the right way the first time. Compliance and support aren't opposing forces. When we educate people, give them clarity, and help them understand not just what the rules are but why they matter, we put them in a much better position to succeed. That experience reinforced something I still believe today: you can hold people accountable without making them feel unsupported. And the best partnerships are built when people know you're there to help them get it right, not just to tell them when they've gotten it wrong.

I think trust is usually built through consistency rather than one big moment. You begin to see the difference when a broker reaches out before there's a problem, asks questions, shares what they need, and views the relationship as a partnership rather than just a point of contact. That's when you know the relationship is growing, because the communication becomes proactive instead of reactive. Trust is earned by showing up, being dependable, and doing what you say you're going to do.

I remember a new agent calling me one day, so excited because he'd made his first sale. I congratulated him, then asked, "Okay, so what's next?" He started telling me about his next appointment and how he was sure he was going to close that one too. I said to him "You know every sale is like laying one stone. And if all you do throughout your career is lay stones, eventually you're going to find yourself lying on a bed of rocks. That's uncomfortable for you, and it's uncomfortable for your clients. So tell me, do you want to spend your career laying stones or do you want to build a house?" He asked what I meant and I explained that one client is one opportunity to begin building a relationship. And one stone, by itself, doesn't make a house. It takes consistency, trust, and a willingness to keep showing up long after the initial transaction. As their needs grow, change, and evolve over time be the "one" they know they can call. I've carried that philosophy with me throughout my career, from automotive sales to healthcare. Because behind every policy is one person, one family, one set of needs that may change over time. And behind every successful agent is a series of relationships they've taken the time to nurture. One agent can make a difference in one client's life. One relationship can create a lifetime of trust. And one conversation can change the way somebody approaches their entire career. We talk so much about production, volume, and how many sales we can close. But imagine what our industry could look like if we all focused on building one relationship at a time. So I'm proud of one. Because every great relationship, every successful career, and every lasting foundation has to start somewhere. It starts with one.

I'd prefer to avoid confidential Health First business, internal strategy or future plans, financial information, and specific situations involving individual members or other organizations. I'm happy to speak openly about my own professional experiences, what I've learned working with brokers, and my philosophy on relationships, retention, and serving people well. I'd also prefer to keep the details of my NABIP leadership transition separate from this conversation and focused on the professional lessons I can share with the audience.