Leadership Interview

BRIGGS HAMOR

Chief Financial Officer

All leaders

Seat responsibilities were not captured in the source org chart. The questions below sit at CFO altitude as a starting point; tune them once the specific responsibilities are confirmed.

Broad Industry Set

The same industry-wide questions every HPM leader answers.

  1. For an agent who has never worked with an FMO, what does an FMO actually do on a normal Tuesday that an agent could not do alone?
  2. When someone chooses the wrong Medicare plan, what happens to them six to twelve months later that nobody warned them about, and how does a good agent prevent it?
  3. What is one rule in Medicare or the ACA that makes no sense until someone explains why it exists?
  4. What is the single piece of advice that, if a new agent followed it, would almost guarantee they wash out inside their first year?
  5. What decision does a new agency owner make in the first ninety days that quietly kills the agency by month eighteen?
  6. Two agents both step away from selling for six months. One comes back to a business that kept running, the other comes back to nothing. What did the first one build that the second one did not?
  7. When a CMS rule change or a carrier shift lands, who tends to get hurt and who tends to get ahead in the same six months, and what separates them?
  8. What is a book of business that looks impressive on paper but is actually fragile the moment the agent behind it steps away?
  9. If an agent builds their whole book through an FMO and later decides to leave, what should they have asked about book ownership and portability on day one?
  10. What kind of agent should you honestly talk out of this business, or out of going independent, before they get hurt?
  11. Where is the health insurance market actually heading over the next three to five years, and what should an agent be doing today to be ready for it?
  12. What is a moment in this business where doing the right thing for a client cost you money, and would you do it again?

The CFO seat

  1. From the CFO seat, what does a financially healthy FMO look like, and why should that matter to an agent choosing one?
  2. What financial signals should an agent look for to know an FMO or carrier is built to last?
  3. How do CMS and regulatory changes ripple through the economics of this industry, and how does a stable company absorb them?
  4. What does long-term thinking look like at the top of a company like HPM, versus chasing the next quarter?
  5. What is the most misunderstood thing about how money actually flows in the Medicare and ACA world?
  6. How does HPM invest in agents in ways that do not show up on a commission statement?
  7. What separates a company that grows sustainably from one that grows fast and then cracks?
  8. For an agent thinking a decade ahead, what should they be building now so their business is worth something later?