Welcome to the Spring/Summer 2025 Issue of the Growth & Scale Report, where we are spotlighting the disruptors, the visionaries, and the ones actively rewriting the rulebook for the title and escrow industry.

Our cover this issue? The one and only Camille Brannon. If her name is not already on your radar, it absolutely should be. We get into how she built a powerhouse firm from the ground up, fueled by an unwavering focus and a genuine commitment to human connection that most just talk about. And trust us, Camille’s story of relentless grace is just the warm up act.

Inside, you will get the real story on a whole crew of industry shapers. We are talking Mike Rubin, the quiet force who is not just leading but building actual leaders by empowering their unique strengths. You will meet Shonna Cardello, who basically stared down impossible odds and wrote her own definition of success. Then there is Aaron Davis, the empire builder who is as comfortable with a chainsaw serving his community as he is in the boardroom.

These are not just profiles; they are blueprints for audacity and impact. And believe us, there are many, many more chronicles of pure ingenuity packed into these pages. So, yeah, you are going to want to dive in, but one word of warning: these are not your standard, filtered success tales.

At its heart, the Growth & Scale Report champions those radically growing their companies through savvy marketing/sales and scaling operations with smarter systems. What ignites these innovators? An undeniable current of raw passion, relentless drive, and laser focus. These are the absolute essentials for anyone aiming to truly shake up this industry.

But building something incredible also means fiercely protecting it, and that is where we want to challenge your thinking. Alongside these stories of visionary leadership, we are launching a compelling six part series focused on a critical battleground: fraud.

Forget the old playbook of just relying on software afterthoughts to catch the bad guys. We are talking about a proactive revolution. We will be drawing hard hitting lessons from iconic rule breakers like Starbucks, Apple, Nike, Lululemon, and Amazon. These CloseSimple-penned deep dives will show you how architecting a fiercely consistent, client-first brand experience does more than just build loyalty; it turns your very brand into an intuitive, powerful shield. It is about creating an environment where it is incredibly hard for fraudsters to sneak one by you or your consumers, empowering everyone to spot the con before it even has a chance to strike.

And speaking of new takes on fraud, brace yourselves for an inside look at Near North Title Group’s astonishingly creative approach to team training. They’re not just raising awareness about fraud; they’re turning actual thwarted schemes into full blown screenplays and in house theatrical productions to arm their staff. Spoiler alert: it’s a wildly effective, and frankly, brilliant strategy for making vigilance unforgettable. You will not want to miss how they are making fraud prevention an unexpected standing ovation success!

And because we believe in going all out, this issue drops a brand new section we are seriously excited about: Industry Editorials. We have tapped some of the sharpest minds and boldest voices in the business to give you their unvarnished

take on what truly matters. Get ready for Jenny Martin on why company culture is your unsung growth engine; Jonathan Holfinger on the brutal realities of valuing title agencies; Liz Casselman with the genius hack on finding top tier consulting talent already on your payroll; and Francis "Trip" Riley on the critical risks of Attorney Opinion Letters you cannot afford to ignore.

No fluff, just actionable intel.

Look, our mission with this edition of the Growth & Scale Report is straight up: to arm you with stories, insights, and

strategies that do not just inform, but genuinely ignite your drive to boost sales and scale your operations with killer efficiency and systems.

These pages are your arsenal, filled with real world proof you can point to with your team and say, "Look, they’re crushing it... so can we!" We are here to showcase the raw ingenuity and relentless hustle shaping our industry, hoping it sparks a fire for your own ambitions, your company’s next bold evolution, and your commitment to building rock solid trust in a world that demands it.

– Paul Stine, CloseSimple CEO & Co-Founder
& Bill Svoboda, CloseSimple Co-Founder

At just 25, Shonna Cardello made a decision that would define the rest of her life. Fresh out of college with a paralegal degree and a firm belief that real estate law was painfully dull, she found herself pulled into the industry anyway. After a short stint lobbying in Harrisburg, she took a job as a paralegal for a local attorney, and from there, transitioned to an abstracting company, where her work ethic and quick thinking quickly made her indispensable.

Then came the offer: a group of clients asked her to help launch a new title company, promising to send business her way. At the time, she was earning $7.75 an hour, working 30 hours a week, and supplementing her income by waitressing. The offer was a gamble, but the chance to run something on her own terms was too compelling to ignore.

On July 17, 1996, White Rose Settlement Services was born. And in her very first week, the FBI raided her office.

Shonna had been sharing space with a mortgage broker who, it turned out, was fabricating appraisals - at one point even inventing a property in the middle of the local fairgrounds. “I was 25, calling my underwriter, ‘This is going to blow up,’” Shonna recalls. Her underwriter advised her to lock her filing cabinets, shut down her computer nightly, and stay vigilant. The broker went to jail. Shonna stayed in business.

That first crisis could have (or maybe should have) scared her off. Instead, it set the tone for everything that came after.

Forged in Fire

In 1996, launching a title company at 25 was virtually unheard of, especially for a woman, in a male-dominated industry that favored gray hair and long résumés. Shonna quickly realized she’d have to act with confidence long before she felt it.

“I learned I had to think and act like a man,” she says. “Walk into a room like I owned it.” That confidence was instilled early by her mother, who made her order her own food from the time she could talk. It became her superpower. Whether it was a chamber event, a real estate mixer, or a banker happy hour, Shonna showed up, shook hands, handed out coffee mugs and pens, and followed up.

The hustle was nonstop.

She worked 60 to 70 hours a week.

One Chance, One Advocate

White Rose’s early days weren’t glamorous. For the first year, Shonna ran the entire operation herself, closing five or six settlements a month. It was just enough to cover bills. Her calendar was scribbled with notes like “pay phone bill” and “pay rent,” each tied to the next expected closing.

But her persistence paid off, thanks in large part to a few people who believed in her. Molly Jones, a fierce, no-nonsense realtor, followed her from the abstracting world to White Rose, demanding that Shonna be present at meetings and introducing her to everyone who mattered. “Molly was my first advocate,” Shonna says. “She set me on my path.”

Another local titan, Rick Smith, threw her a deal a month. It wasn’t much for him, but everything for her. “You just need one person to give you a shot,” she says. “Then the word spreads.”

By year three, things were shifting. She hired her first full-time assistant and a title searcher named Dave, who’s still with her 27 years later. For the first time, Shonna felt the weight of what she was building. “This wasn’t just about me anymore. I was responsible for their families. It had to work.”

The Original Disruptor

Well before innovation was a buzzword in title insurance, Shonna was rewriting the rules.

She was the first in her market to deliver digital closing documents on CDs along with paper documents. She offered enhanced title policies before they were industry standard. She branded her business with purple, which at the time a radical choice in a sea of red, blue, and yellow. “I wanted to stand out,” she says. She still jokes that the Baltimore Ravens, who launched the same year, “stole her color.”

These moves weren’t just cosmetic. They were calculated decisions to position White Rose as modern, tech-forward, and unapologetically different. And when others eventually followed, Shonna didn’t mind. “We’re gracious,” she says. “We’ll help our competitors. But we’re doing it our way.”

From Hustle to Legacy

Today, White Rose is a respected force in the industry, with 17 team members and a client list that spans generations. The company now handles a large number of settlements each month, a huge leap from the 40 to 60 she once managed.

That growth didn’t come without growing pains. Mentors helped her learn the art of delegation. “If you don’t delegate, you’re not running a company. You’re just working yourself to death,” she says.

Letting go of daily closings allowed her to focus on building culture and systems. She embraced mistakes as learning opportunities and invested deeply in her team, many of whom have been with her from the start.

Now, Shonna calls herself the “figurehead queen of England”—still active, but trusting her team to lead. She travels, speaks at industry events and TEDx, and advocates for women in leadership. But White Rose remains her proudest accomplishment.

“I want us to be known for making a difference,” she says. “Not just for the business, but in our community.”

Shonna Cardello’s story is one of resilience, vision, and fearless reinvention. She didn’t just survive a volatile industry, she defined her own version of success inside it. She sacrificed, she persevered, and she grew a one-woman hustle into a company that now anchors hundreds of families, including her own.

And through it all, she never stopped doing it her way.

If you walked into David Stauffer’s office on any given day, you might find the CEO of Title Midwest doing something unexpected: carefully handwriting birthday cards. Not a few. Hundreds. One for each of his 350 employees across 65 offices. He times the mailings so they land as close to the employee’s birthday as the Postal Service allows. It’s quiet work, repetitive even, but it’s also the rhythm of a leader building something enduring, one gesture at a time.

That attention to detail didn’t start with title insurance. It started with his grandfather, a 97-year-old who still writes notes to every kid, grandkid, and great-grandkid. David absorbed the lesson early: small acts, consistently done, create deep roots.
But David didn’t set out to join the family business. After graduating from the University of Kansas with a degree in accounting, he launched into the tech world, joining Cerner and spending a decade installing hospital software from coast to coast. He led teams, tackled multimillion-dollar rollouts, and lived out of suitcases, hopping between Florida and Hawaii, chasing big wins. Title? That could wait.

In 2009, curiosity crept in. He floated the idea to his father, John, who had started the title company in the 1990s. The housing market was collapsing. John didn’t sugarcoat it: “Are you blind? Look at what’s happening.” So David stayed in tech, climbing higher.

By 2012, John made another pitch. Still, the timing wasn’t right. David was managing 100 people, loved his work, and had his eyes set on international projects. But something was shifting. A few years later, in 2015, over beers at a local bar, father and son finally drew up a plan. David would come home, start from the ground up, and someday, take the reins. He began where many title stories do: the closing table. He worked in the Kansas City branch, learning title searches, settlement statements, the rhythm of a deal. Compared to tech, it felt analog, clunky. But where others saw paperwork, David saw opportunity. He began to chip away at inefficiencies, drawing from his Cerner playbook: better processes, cleaner packets, smoother communications.

By 2016, he was leading acquisitions. First, Dominion Title in Green Bay. Then in 2018, Main Street Title in Tulsa and Oklahoma City. Growth brought complexity: How do you scale without losing the soul of local offices? David’s answer: blend, don’t bulldoze. Preserve identity, add support, and let people shine.

Then came 2020. A global pause. While others scrambled, David held steady. He protected reserves, focused on smart hires, and avoided rash moves. And when the market stabilized, he hit the gas. In 2023, while they already had a location in Rochester, MN, they made an acquisition that brought the company closer to Minneapolis, MN. And the company kept growing, but for David, growth only mattered if it felt personal.

That’s where the birthday cards come in.

Each one is handwritten, sealed with a logo sticker, and customized. Some are deeply personal, some are simply kind. One employee from rural Nebraska texted him, nearly in tears: “I didn’t even know you knew I was here.” David smiled. He knew her name, her story, her work. He’s confident he could name nearly all 350 employees on sight.

Culture is his operating system. In every office, vinyl letters on the wall spell out values: Give Back. Stay Healthy. Embrace Change. Have Fun. But they’re more than decals. David hires and leads by them. “If you don’t fit, I’ll shake your hand and wish you luck,” he says. He’s turned down talented dealmakers who didn’t align, favoring cohesion over conquest. He visits offices often, grabbing lunch, checking in, reminding teams they matter.

If he had one wish? A “pre-closing huddle” the moment a purchase agreement is signed. Everyone - realtor, lender, buyer, seller, inspector - in the room with a playbook. Clear roles. Real expectations. It’s simple, effective, and incredibly hard to execute. But David hasn’t given up. It’s the kind of challenge that excites him: high stakes, lots of moving parts, and huge upside for everyone involved.

In February 2024, the plan hatched over beers came full circle. John stepped down, and David became CEO. The weight of the Stauffer name shifted to his shoulders. His brother-in-law runs Oklahoma, and his cousins have key roles, but David sets the tone.

He’s not the CEO buried in title reports or overseeing every closing. He trusts his people. His strength is seeing the whole chessboard, remembering every square, and keeping the game moving with grace.

David Stauffer’s leadership isn’t loud. It’s steady, precise, and deeply human. Whether it’s sealing a birthday card or sealing a deal, he knows the little things matter most. In a business built on trust and tradition, he’s quietly redefining what modern leadership looks like—one handwritten note at a time.

Cayla Kacos never set out to become a titan in the title industry. She started as a waitress, juggling plates and customer orders in a bustling restaurant through high school and into her adult years. She thought teaching might be her calling, but college quickly revealed that wasn’t her path. Feeling adrift, she looked to her aunt, a Realtor who specialized in new builds, she admired, for inspiration. Cayla shadowed her for a few days, soaking in the fast paced world of property deals. Understanding that residential resale would be a more viable option to start, she landed at Five Star Real Estate, a prominent Michigan brokerage, in 2014.

At Five Star, Cayla dove into showings and open houses, but the grueling schedule of late nights and weekends clashed with her personal life. Her partner, Cody, now her husband, worked early mornings, and their opposing schedules left them like ships passing in the night. So, Cayla shifted gears, taking on a role as an office manager for a top performing team within Five Star, craving the stability of consistent hours. She excelled, but when the team lead stepped back roughly 4 years later, Cayla faced a crossroads. She loved Five Star’s culture and didn’t want to leave, but her role was dissolving.

Determined to stay, she reached out to the company, asking about staff positions. The response was unexpected: they needed someone like her at Star Title, Five Star’s sister company. Cayla had no grand plan to enter the title world; it found her, as it often does. She joined Star Title in 2018 as a supervisor, but the role was just the beginning. The company was evolving, and so was she. Over time, her position grew into Director of Title Coordination, leading the curative team that shepherds transactions from order to closing. It was a perfect fit, but the learning curve was steep.

Cayla’s first days in title were a revelation. She shadowed an examiner, watching in awe as the woman pored over ancient documents, wielding a protractor and colored pencils to map out metes and bounds descriptions for a development. It was intricate, almost arcane, but utterly fascinating. Cayla was hooked, but the complexity was overwhelming. She spent weeks soaking up knowledge, splitting time between the examiner and the curative team, drinking from the proverbial fire hose. The title industry, she realized, was far more than signing papers at closing; it was a labyrinth of details and deadlines, all hidden behind the scenes.

As she settled into her role, Cayla’s knack for systems and teamwork shone. She processed files, cleared title, and scheduled closings in the Kalamazoo & Portage areas, but her vision extended beyond daily tasks. There was a severe lack in communication between realtors, customers, and the title team, and she worked with leadership to bridge them. Her goal was simple but ambitious: make the process smoother, reduce surprises, and elevate the customer experience.

Cayla consistently brings the focus back to a core principle: their work isn't about internal processes, but about the end experience. "This isn’t about us," she often remarks. "We are the ones who need to make it easy for the customer."

This customer-first philosophy, Cayla elaborates, demands a clear understanding that the "customer" in the title industry isn't a single entity; the role constantly evolves. Internally, colleagues depend on each other as customers: from curative teams to title examiners to closers, each professional has a crucial part to play for the next.

Externally, the customer landscape is just as varied. Often, it's the real estate agent, the driving force behind much of the business and a vital referral partner. At other times, it's the consumer – the buyers and sellers undertaking a significant life transaction. Then there are the lenders, also key referral sources and integral to the process. Cayla emphasizes that recognizing and serving each of these distinct customer needs is paramount.

Ultimately, she explains, "It’s all connected, and it’s up to us to complete the puzzle." This means ensuring every interaction and every step contributes to a cohesive and positive outcome for everyone involved.

But while she had successes, change was always lurking.

In 2024, Star Title faced a monumental challenge: switching title production software. Cayla, with her self-described “not an IT person” tech curiosity, was tasked with helping implement the change. The decision wasn’t hasty; they’d explored options for years, but they finally settled on a direction.. She pitched it to leadership, and the company’s decisive president greenlit the switch. Excitement buzzed, but the timing couldn’t have been worse: mid summer, the industry’s busiest season.

The transition was a crucible. Cayla and the team logged late nights, testing and training while balancing daily operations. With twins at home, she’d tuck them in at 8 p.m., then dive back into work. Doubts crept in: were they doing this right? Could they pull it off? Some team members resisted, frustrated by the timing and stress, but Cayla’s resolve held firm. They pushed through, rolling out the software in waves starting in early July. By late July, they’d fully transitioned, a feat accomplished in just weeks. It went better than expected, but the intensity left scars.

Reflecting on the experience, Cayla advises others in her shoes to make a pros and cons list, set a firm timeline, and stick to it. Hesitation, she warns, can derail progress. The switch refined Star Title’s operations, but Cayla’s bigger dream is for the title industry itself to evolve. “If I could snap my fingers,” she says, “I’d love to see more interest in this industry. Nobody sets out to be ‘in title’; it just happens. I want it to be a recognized profession, like a trade, with new talent, fresh ideas, and updated education.” She envisions a world where title work isn’t an afterthought but a respected craft.

Operationally, Cayla craves consistency. The push and pull between underwriters and attorneys over document requirements frustrates her, as does the variability in purchase agreements across regions. Uniformity, while unlikely due to area specifics, she believes, would help streamline the process for everyone. At Star Title, with its roughly 30 employees and dozen locations tied to Five Star’s offices, her team is laser focused on refinement in 2025, which was a focus of their President. They’re building a well oiled machine, prioritizing efficiency and customer service, knowing that every realtor, lender, and colleague is a customer with unique needs.

Cayla’s life story isn’t a tale of defiance against the odds. It’s quieter, more collaborative, like a conductor bringing an orchestra into harmony. A planner by nature, she thrives on deadlines and order, though her impatience sometimes chafes at delays. She’s a skeptic, always probing how and why things work, and a unifier, fostering alignment across teams. Her why? To create systems where people work together seamlessly, delivering exceptional service. At Star Title, she’s not just clearing title; she’s building a legacy, one transaction at a time.

When I hopped on a call with Fran Kelly, I accidentally interrupted his sacred late morning ritual, sipping coffee and savoring a cigar. After decades of grinding, building an insurance empire, and passing it to his daughters, the guy’s earned every puff. Fran’s story isn’t just about insurance; it’s about resilience, family, and chasing a vision through tough times. With a laugh, he forgave my intrusion, and we dove into his wild journey, one that’s equal parts heart, hustle, and a knack for turning setbacks into comebacks.

Fran’s career kicked off in the early 1970s in Florida’s Clay County School Board, where he held a leadership role as dean of students, handling the junior high’s most troublesome kids. He was good at it, maybe too good, because the school wouldn’t let him move on. Frustrated but determined, Fran decided to pivot in 1980. He marched into Management Recruiters of Orange Park and declared, “I’ll do anything except insurance.”

But life’s got a funny way of ignoring your plans. A recruiter saw something in him, and soon Fran was interviewing with an insurance office in Jacksonville. He trained at the Florida Insurance School, where his instructor lit a special spark in him, and Fran fell head over heels for the 1943 Standard New York Fire Insurance Policy. “What a time,” he chuckles, still geeked about it. Later it was the Insurance Institute of America, and then the Society of Certified Insurance Counselors to obtain his industry designations.

By his early thirties, Fran was a young dad navigating life with his wife and their adopted son, Michael. In a twist straight out of a movie, Fran later learned Michael was the grandson of his favorite bus driver, the foreman of the school’s 26 buses. The connection felt fated, but Fran’s heart was pulling him back to Pennsylvania. So, in 1984, the family packed up and moved. He took a job in a general insurance agency, dealing with cars and homes, etc. But then, in 1990, Pennsylvania’s Act 6 and Act 44 slammed the brakes on commercial auto and workers’ comp markets. Selling insurance got brutal, and Fran was burning out. “I told my boss, ‘I gotta go,’” he says.

He walked away, ready to start over at zero.

Inspired by his mom, a title searcher, and a reliable client (one of his clients who always paid on-time each month with good funds), Fran saw a niche: title and abstract companies. He set up shop in downtown Reading, Pennsylvania, in 1993, where office space was dirt cheap. But launching a business with a mortgage and kids to feed? That’s no joke.

Fran scraped by, tending bar at night and working weekends at a mushroom plant, elbow-deep in horse manure to regulate the temperature for mushroom spores. “You had to aerate it with your hands,” he says, laughing. His kids, Alicia and Kaitlin (who goes by Kate), then 10 and 12, pitched in, folding letters and stuffing envelopes. They knew Dad was building something, even if the bank account didn’t show it yet.

Fran’s vision was laser-focused: to be the “go to” guy for the title insurance industry. But the early days were lean, and self-doubt crept in. Then, in 1996, Pennsylvania’s Act 79 changed everything. It mandated errors and omissions (E&O) insurance and fidelity bonds for title agents, and suddenly, Fran’s phone was ringing off the hook. Lenders demanded proof of coverage, and Fran’s niche expertise made him the guy to call.

That was the “Fran Kelly Relief Act,” he jokes.

His company, officially launched on July 1, 1993, started to soar. He expanded from Pennsylvania to New Jersey, New York, and Ohio, building a reputation as the title insurance guru who knew more than the local insurance agents who were dabbling in everything.

But success didn’t mean smooth sailing.

In 2008, the financial crisis hit, and AIG, one of Fran’s biggest carriers, stopped writing policies. Years earlier, Fran had made a bold move, referring around 200 clients to a competitor when a policy exclusion left them exposed. That integrity paid off because most clients came back when Fran secured a new deal with AIG’s successor in this line.

His daughters, Kate and Alicia, were now in the game too. Kate joined in 2008 after graduating from Pitt, cracking open the Ohio market. Alicia, fresh from a hedge fund gig in Manhattan, took a pay cut to join in 2010. Fran sent them to the Land Title Institute for Fundamentals of Title Insurance, and the Professional Liability Underwriting Society’s “PLUS University” in Chicago, ensuring they were as sharp as he was. “They’re bright, personable, and awesome,” he beams.

Just when things were humming, Fran’s health threw a curveball. In 2008, his “widow maker” artery blocked up, followed by another blockage in 2010. “I wasn’t good at handling the stress,” he admits. But Fran’s resilience kicked in. By 2013, he knew Kate and Alicia were ready to lead. When a large underwriter came knocking, wanting to buy the company, Fran sat them down with his daughters and said no. “That was a big confirmation of my faith in them,” he says. On August 22, 2013, he sold the company to his girls and stepped back, staying “just a phone call away” but letting them run the show.

Retirement didn’t suit Fran for long though. After six months glued to the couch, he got a job taking tickets at the Reading Phillies’, and later as announcer for the Dreamleague, a program for players with physical, cognitive, or emotional challenges. He’s now the announcer every Saturday, donating his massive Phil’s paychecks (almost totaled $900 last year) to the league’s charity. He’s also on the board of the local sewer authority and Albright College Alumni, where he did his undergrad.

But the title industry still calls. Fran teaches continuing education courses, a gig he started in the mid-1990s with the Philadelphia Association of Title Examiners. His cartoon-laden slides, featuring himself pitching E&O options, brought humor to the room and credibility to his name. “When you’re in front of 250 people who know the industry, it shows you might be legit,” he says.

Fran’s company, Fran Kelly Professional Liability LLC, now in 26 states, has worked with over a thousand title agencies, thanks to his vision and hustle. But around 2015, they spotted a new threat: cybercriminals targeting title companies’ escrow accounts. The team tailored cyber liability coverage for their clients, staying ahead of the curve despite skyrocketing prices. “The bad guys keep getting creative,” he says, shaking his head.

Today, Fran’s still shaking hands and kissing babies (as he likes to put it) at title seminars in Pennsylvania and New Jersey, two of his favorite markets. His daughters run the show, but Fran’s legacy is everywhere: in the company he built, the industry he shaped, and the family he raised to carry it forward. As he sits back with his cigar and coffee, Fran Kelly’s earned every moment of peace, proof that grit, vision, and a little humor can turn a tough start into a triumphant finish.

Today, Mike Rubin is shaping the future of title insurance from the inside out. As President at Shaddock National Holdings, he’s helping guide a 1,500-person, seven-brand operation across the country. Yet he’s not doing it with a loud voice or heavy hand. Instead, he leads like a strategist, a mentor, and a builder of people. His style? Quietly powerful. His impact? Massive.

In an industry that often clings to tradition, Mike is the change agent helping bridge what the title world has been with what it needs to become. He’s focused on growth, but not at the expense of people. He’s focused on systems, but not at the cost of culture. His philosophy is rooted in a deceptively simple question: what’s each person’s superpower, and how do you protect it?
That’s the magic. That’s the Mike Rubin method.

Ask anyone who works with him and you’ll hear the same thing: he sees people. Not just titles or performance metrics. He understands their talents, their blind spots, and how to build a protective lead box around the parts that could trip them up. “Elizabeth Daniel is a visionary,” he says. “Steve Borget’s an amazing culture guy. My job is to keep them in their zone.” That clarity, and ultimately trust, has helped Shaddock weather the market storms of 2022 while retaining its edge, its talent, and its soul.

It’s hard to believe this story starts not in a boardroom, but in a Denny’s.

Back in suburban Chicago, a 17-year-old Mike Rubin was eating pancakes when a friend leaned over and said, “My uncle’s company just lost half its staff. Wanna job?” Mike, then delivering pizzas at Domino’s, shrugged and said, “Sure.” That moment - a spontaneous yes to something completely outside his plan - would change everything.

He landed at DuKane Title in Glen Ellyn, Illinois, not knowing a title from a tire iron. But Mike had something more valuable than experience: a gift for adaptation. He’d moved through 20 different houses in his first 20 years of life, and learned to read people, build trust fast, and find steadiness in chaos. It would become his superpower. At 18, he was already a notary, closing loans in people’s homes after school, documents and checks riding shotgun in his car.

College took him to Champaign, Illinois, where he studied history and planned to teach. He worked closings on the side for beer money. Teaching seemed like the path, until life took another turn. Just before graduation, DuKane’s owner died. His widow called. “Can you come back and help run this thing?” she asked. Mike didn’t hesitate. He returned.

He ran escrow for a few years, then stepped into a regional title agency covering Kansas, Missouri, and Southern Illinois. It was a big job, but in 2007, the subprime crash slammed the brakes. Mike pivoted again, joining Prairie Title under the mentorship of Frank Pellegrini. Frank didn’t just teach him how to close deals, he taught him how to build a business. “Sleep on big decisions,” Frank would say. “You’ll always choose better.”

From 2007 to 2011, Mike soaked up everything: development, leadership, resilience. Eventually, he returned to DuKane as a partner and opened a second agency in St. Louis, which he later sold in 2013. He moved to the underwriter side with North American Title Insurance Company, where his largest independent agent became another mentor. Craig Haskins with Knight Barry Title, showed him how to make one plus one equal three. Mike worked to master M&A and national growth strategies, but still, something felt missing.

So he joined Alliant National, running national business development and settling in Colorado, finally escaping Midwest winters. Life was good, until private equity entered the picture, shifting the culture. That’s when Bill Shaddock called.

Bill had a vision. Mike had the plan. Together, they built a model that honored local brands, including Capital Title in Texas, US Title in Utah, and Continental Title in Missouri, and Landmark Title in Arizona and Nevada, while powering them with Shaddock’s back-office engine. “We’re like a NASCAR team,” Mike says. “The brands are the sponsors on the hood. We’re the engine underneath.”

During the COVID boom, the company grew fast. There wasn’t time to rethink infrastructure. But when the market turned in 2022, Mike doubled down on his strength: people. Instead of centralizing and cutting, he empowered local leaders to run their markets. “This is your company,” he told them. “You know what works.”

And they delivered.

Now, Mike is focused on what’s next: better tech, smarter integrations, stronger voices for realtors and lenders. He wants the industry to step up and truly prove its value - to stop just defending title insurance, and start evolving it.

Looking back, it’s easy to trace the thread. A kid who said yes to a job he didn’t understand, who built trust wherever he landed, who never saw change as a threat but as a beginning.

So let’s return to that Denny’s table.

What if he’d said no? What if he’d stayed at Domino’s or pursued teaching without detour? The truth is, none of this was planned. It was earned, through adaptability, empathy, and a deep belief in other people’s potential. Mike Rubin is the kind of leader who doesn’t just build systems. He builds people. And in doing so, he’s helping shape not just the future of one company, but the future of an industry.

His journey is a powerful reminder: sometimes the biggest transformations come not from the perfect plan, but from saying yes to the unexpected, and never looking back.

Camille Brannon sat in the polished hallway of Atlanta’s most elite residential real estate firm, her palms damp with nerves, her heart pulsing with a mix of pride and defiance. She had spent four years buried in contracts at a prestigious commercial law firm, tucked into a windowless office that drained the color from her days. And now, after a two year curcuitous journey, here she was, on the cusp of something new, something better, in the very place everyone in her field wanted to land. But she was discontent.

So instead of remaining in the demanding but comfortable life of commercial law, Camille chased meaning. She left the legal world behind and joined her sister’s import business, selling hand-painted beach umbrellas from Thailand that ended up gracing the shelves of Neiman Marcus. For a brief, sparkling moment, it felt like she had found her calling. But beauty couldn’t outrun logistics. Product issues mounted, quality control was an issue, returns piled up, and the dream slowly fell apart. Through it all, Camille held tight to her law license like a lifeline, determined to find her real place - if not in law as she knew it, then in something she could make her own.

That something arrived by way of a desperate call in 1991. A colleague, overwhelmed by a tidal wave of refinance closings as interest rates tumbled, asked Camille to step in and help. She hesitated. Residential closings felt like a step down from the commercial world she had trained for. But $500 a day was hard to ignore. She agreed, stepped into the fray, and everything changed.

She fell in love with the pace, the energy, the emotional stakes of helping people through some of the most meaningful transactions of their lives. But the firm where she was working wasn’t her final destination. She set her sights on Atlanta’s top residential firm, a place so competitive, they weren’t even hiring. But that didn’t stop Camille. She showed up, sat in the lobby, and waited. Hours passed. Eventually, the owner relented and offered her a job. It came with a steep pay cut, enough to make her second-guess her decision every time the power bill arrived. Still, she stayed. She had found something worth building.

Her training in commercial law gave her an edge, allowing her to unravel complex title issues that others couldn’t touch. Agents and bankers took notice. Referrals poured in. She moved on to a boutique firm, and later joined a group of young, hungry attorneys to build something of their own. But the dream of that partnership soured. Their “eat what you kill” model turned collaborators into competitors, each fighting for credit, each deal a battle. Camille and another partner knew there had to be a better way and left.

In 1998, seven months pregnant with her first child, Camille made the boldest move of her career. She and her partner joined forces with Mike Campbell, an engineer turned Marine turned attorney, and together they launched Campbell, Hudson, and Brannon. Hudson eventually moved on, but Camille and Mike continued building the firm they had imagined - one grounded in the belief that a rising tide should lift all boats.

In a market as fiercely competitive as Atlanta’s, they made their mark by going all in on one thing: relationships. Camille didn’t just close deals. She brought cookies, handwritten thank-you notes, warmth, and care. While others chased scale or prestige, she chose personal connection. She taught agents to read contracts more carefully, guided them through probate chaos, and answered their calls, even if they were standing in a rival firm’s parking lot. It wasn’t about the closing. It was about trust.

However, temptation came in the form of growth. Condo developments were booming, and competitors had built empires on that work. Camille tried to follow, but the sheer volume and demands of that world clashed with her people-first approach. It stretched her team, distracted from her core, and in the end, it didn’t work. Instead of doubling down, Camille did something rare. She pulled back. “I’m lucky I didn’t get that business,” she now says. That failure was her pivot point, a return to the niche she knew and loved.

Mike’s engineering mind gave the firm precision and consistency, but it was Camille’s heart that gave it soul. Together, they didn’t just build a business, but a culture. They believed in unblocking copiers, making late-night calls, and turning mistakes into teachable moments. The firm wasn’t a machine. It was a living, breathing community. From two lawyers, and with the help of a great team, they grew to 42. From one office to 11. They earned licenses in 23 states, formed partnerships with some of the top luxury brokers in the country, and built a firm that ranks among the best in the Southeast.

Through it all, Camille never chased distractions. “Shiny objects are traps,” she says. “Focus is power.”

That clarity guided her as she stepped back from the day-to-day to let others lead. Her team—shaped by her belief in empathy and integrity—began to steer the ship. Camille didn’t just tolerate their voices. She made space for them to grow. When an HR staffer once questioned giving severance to a short-term employee, Camille’s response was simple and resolute: “They left a job for us. It’s right.”

Today, Campbell and Brannon isn’t just a successful firm—it’s a testament to the idea that building with heart isn’t a weakness. It’s a strength. Camille Brannon didn’t win by chasing trends or fighting battles for credit. She won by knowing her lane, protecting her people, and leading with grace. In a business world that often values noise over nuance, she chose care, consistency, and character.

Her story is a blueprint for anyone daring to dream differently. A reminder that staying true to your purpose isn’t a limitation—it’s the foundation of lasting success. Camille built an empire on the things that matter most. And in doing so, she changed the definition of leadership—not just in real estate, but in life.

You’d think 50 years in the title industry would make someone a little set in their ways. Not Mike Ridgway. He’s been solving title puzzles since he was a teenager, biking to the courthouse—but now, he’s also racking up likes as a social media star thanks to (wait for it)... ice cream reviews.

Yep. Ice cream.

Mike’s story kicks off in Montgomery County, Maryland, where his dad, an old-school title attorney, roped him into abstracting as a summer gig. Mike was just a high school freshman, pedaling through D.C. summer thunderstorms to dig through records. Not exactly glamorous. But he was hooked. “It’s like solving puzzles,” he says, and from that moment, he never really stopped.

He kept at it through college and law school, climbing every rung in the industry: abstractor, managing 43 offices across eight states for a national underwriter, and eventually, agency co-founder and owner. But over time, he saw a bigger challenge: the industry was aging, and a lot of seasoned owners didn’t have an exit plan.

So Mike founded Community Title Network and started a quiet revolution. Eight acquisitions in eight years, 20+ offices—and still growing. His secret? Process and a team culture. “I’m a process guy,” he says with a grin. But instead of stamping every agency with the same mold, he offers something smarter: freedom within a framework. That means streamlined tools, automations, and back-end support, while still letting local leaders run the show. It’s a win-win: owners get to keep their identity and culture, and Mike gets scalable growth without losing soul.

But here’s where it gets fun.

Mike didn’t just want to scale his company. He wanted to build a voice in the industry. So, he turned to LinkedIn. He started posting, commenting, and sharing articles. It felt small at first, but people noticed. “I’d run into younger folks saying, ‘Mike, you’re killing it on social!’” he laughs.

And then came July, 2022. National Ice Cream Month. His team cooked up an idea: let’s do a fun video series reviewing flavors. Mike, being Mike, leaned in hard. In one clip, he dramatically tossed the losing flavor aside. It was goofy. It was fun. And people loved it.

Boom! Ice Cream Mike was born.

He used AI tools like ChatGPT to help script videos. He kept the tech simple: an iPhone, a $15 teleprompter app, a basic ring light, and a mic. And suddenly, Community Title Network’s social engagement skyrocketed. Managers wanted in. Offices across the Mid-Atlantic started filming their own clips on all kinds of fun topics. Today, they’ve got a shared portal of video scripts, monthly social media reviews, and a team that treats content like part of the business and not an afterthought.

“We had our biggest engagement spike last year because of those videos,” Mike says. “And it’s opened real doors, including referral partners, strategic conversations, even deals.”

The real genius? Each review highlights a local shop, spotlighting small businesses and keeping the brand grounded in community. And Mike’s not precious about it. “It doesn’t have to be perfect,” he says. “Just do it. Talk about your town. Share why you got into the business. People connect with real.”

At golf outings and industry conferences, people now nudge him: “When’s the next review, Mike?” What started as a lighthearted experiment became a branding powerhouse. And it proves something bigger: no matter how long you’ve been in the game, there’s always room to evolve, experiment, and have a little fun.

So what’s stopping you?

Grab your phone. Tell your story. Or heck—go review a local scoop shop. If Mike Ridgway can go from title titan to ice cream icon, maybe your next great business move is just one cone away.

Damon Bedell doesn’t do chest thumping. He doesn’t give motivational speeches. He doesn’t talk much at all, unless you ask the right question.

“I don’t really talk about myself,” he said early in our Zoom call, arms crossed, eyes sharp beneath the brim of a ballcap. “I just do.”

But “just doing” has somehow turned him into the guy who rebuilt a failing title company during a recession, launched an underwriter in the middle of a global pandemic, and built an empire with nearly 200 employees. He doesn’t chase headlines. He chases problems. Fixes them. Grows them. Then quietly moves on to the next big thing.

He’s not loud. But his track record screams.

The son of a relentless, self-employed father in Oklahoma, Damon was raised with grit in his DNA. His dad ran a commercial mowing business. Think tractors, steep banks, and no excuses. Damon learned early how to work, how to sweat, and how to handle machinery and chaos with equal calm. That discipline shaped him. That hunger for more drove him.

After college, he went into insurance, building a Farmers agency from scratch. It paid off with big premiums, a steady book. But Damon doesn’t coast. He started tinkering with side hustles: a pizza joint (money pit), a limo bus business (money printer, plus a few wild nights). They were distractions, sure, but they were also experiments. And when the right opportunity came knocking, he was ready to go all in.

That came in 2009, when he found Apex Title: a title company so busted, it was practically radioactive. No sane person would’ve touched it. Damon bought in.

The name was toxic. Clients were gone. Debt was everywhere. But Damon doesn’t scare easily. He didn’t throw donuts at realtors like the other guys. He treated it like his insurance business: relationships, value, data. He built trust from scratch, sometimes deal by deal, handshake by handshake. He hired hungry people from outside the title world. Trained them his way. It took three years to claw Apex back from the edge.

And then? He scaled it.

By 2015, he had married Lindsay, started building a family, and Apex was also rapidly evolving. The company was strategically branching out, transforming into a dynamic network of successful enterprises that extended its reach across diverse markets. And as Damon locked in, he made Apex a machine. Efficient. Loyal. Fast.

But that itch? It never left. He bought into music venues. He took on real estate deals and even bought a 16-room motel, Arthur Murray’s Motel in Noel, Missouri (think Schitt's Creek). They pulled his focus. “Every time I step out, it’s a pain in the ass,” he laughs. So he came back to center. Back to Apex.

Then COVID hit.

Rates collapsed. Markets panicked. Someone told Damon, “You can’t start your own underwriter right now.” That’s when it happened. The phrase. The mindset. The brand:

“Hold my beer!”

He did it anyway.

In April, 2020, he launched Oklahoma’s third domiciled underwriter, while the world was shut down. He tied up millions in reserves, with no guarantee it would work. He relied on data, loss ratios, claims experience, and guts. For four years, he pushed. In 2024, the underwriter earned an A rating from Demotech.

He didn’t stop to celebrate. He was already moving.

Today, Damon’s operation is nearly 200 people strong, with twenty-plus brands under the Apex umbrella. But he still thinks small—in the best way. “At first I just wanted an extra 10 grand a month,” he shrugs. But Instead, he built a machine. And now he’s trimming closing times and obsessing over every inefficiency.

He’s still the same guy—at the gym early, at the baseball field for his sons, back home with Lindsay, back in the office chasing the next challenge. North Carolina. Colorado. Joint ventures. New markets. New targets. The tension doesn’t rattle him. He lives in it. He thrives in it.

He doesn’t lead from the stage. He leads by example. He doesn’t yell. He moves. He builds. He fixes.

“Hold my beer” isn’t just a throwaway line. It’s a dare. A philosophy. A declaration.

Because when Damon says it, he’s not being cute. He’s telling you that the next impossible thing? He’s already halfway done.

And if you’re lucky enough to be on his team, you know the truth: he’s not just proving people wrong. He’s proving what’s possible.

It was an ordinary afternoon in 2014. George Duffield, a title insurance industry veteran, was chatting with a real estate agent about grabbing lunch. The colleague casually suggested a nearby Vietnamese restaurant, but never one to settle for just “ok,” George pulled out his phone to check its Google reviews. What he found stopped him cold: a handful of scattered and uninspiring reviews, barely scraping a passing grade. No way was he eating there. Instead, he scrolled for a spot with glowing, five-star praise and pitched it to the agent.

That snap decision to skip the lackluster restaurant didn’t just save their meal; it lit a spark in George that would blaze through his company, National Integrity Title Agency - NITA. But inciting a revolution is one thing; sustaining it within a skeptical industry would test every ounce of his resolve.

George entered the title insurance industry in 2011, stepping into a world that felt stuck in the past – one filled with often invisible companies barely advertising, rarely online, and sometimes lacking even a basic Google Business page. Many didn’t have websites, let alone a digital footprint. For George this was an opportunity to redefine tradition and challenge the status quo. If consumers were “googling” restaurants, hotels and even real estate agents, why wouldn’t they search for title insurance companies? He leaned into a mantra that would become his guiding star: Unseen, untold, unsold – if people don’t see you, they won’t Buy You. So, he decided to make NITA impossible to miss.

The pivot to prioritize Google reviews wasn’t just a whim; it was a calculated move to stand out in a crowded, faceless industry. But getting reviews was tougher than expected. Fresh from settlement, homeowners were eager to grab their keys and go, not pause to write a glowing testimonial. George and his team had to get creative. They set KPIs, tracking weekly and monthly review goals. They stopped clients at the closing table and sent follow ups via their AI assistant, Robin.  “But, why just the buyer?” George asked. “Everyone we work with, realtors, processors, vendors, can tell our story.” This relentless crusade paid off, but not without hurdles. Some in the industry scoffed, calling marketing a joke. Others questioned if there were risks for overpromoting the brand. This included Fran, George’s partner.

Fran is a master of operations, ensuring every title was clean and insurable. More of a traditionalist, she was skeptical of social media, public exposure and negative reviews. But she trusted George and his passionate view of the bigger picture. “Negative reviews happen – each one an opportunity to improve,” he admitted. “We’re at 4.9 stars, not 5.0, and when they come, we pick up the phone, talk it out, and fix it.” Once, a scathing review hit their page, only for George to realize it was meant for a competitor. A quick call and some clarifying photos got it removed. Another time, a realtor’s fumble got pinned on them, but George refused to throw her under the bus; she sent them 150 deals a year. Instead, he coached her to make it right. In both instances, this proactive approach turned potential disasters into trust building moments. But to this day, it requires constant vigilance.

The real proof of George’s strategy came when a savvy consumer preparing to buy a property was nudged toward a real estate agent’s joint venture title insurance company. But the buyer did their homework, googling to find the in-house agency had just three or four reviews, barely a whisper online. Then they stumbled on NITA, boasting nearly 1,000 five star reviews, press releases, and a vibrant community presence. “Why would I go with them when this company looks like they’re doing it right?” the buyer challenged. The agent mumbled about convenience, but the consumer wasn’t swayed. But the consumer chose George and the NITA team, proving that “unseen, untold, unsold” wasn’t just a catchy phrase; it was a business lifeline.

Those 1,000+ reviews weren’t a marketing flex; they were a testament to National Integrity’s ironclad processes. “Marketing without process is nothing,” George insisted. His team used tools like ClosingLock for secure transactions, educated clients with a “pizza tracker” mindset, and maintained transparency through press releases and social media. They even advertised internally, shouting out staff achievements in newsletters to boost retention. But staying ahead meant more than just reviews. George was always “looking around the corner before getting to the corner.” Growing up in Philadelphia’s tough Kensington neighborhood taught him to anticipate challenges. “You survive by seeing what’s coming,” he said. “In business, you create wider lanes to be here tomorrow. If you’re content with your current lane, you’re out.”

That foresight drove National Integrity to innovate constantly. They hired a writer to ensure every press release popped, and the company as well as its staff received well-deserved recognition. A dedicated social media team kept their feeds fresh, mixing professional posts with quirky content to stay visible. When they onboarded a new employee in Northfield, they blasted the news across Facebook groups and local journals, instantly drawing in her network. Why push out this seemingly small update across social media? According to George, “Because title insurance professionals think they’re in the title insurance business. But the truth is, we’re in the marketing business specializing in title insurance.” So, small updates reflecting that mindset can go a long way in keeping your company in front of your audience.

As George’s vision took hold, NITA thrived, but the irony of that 2014 lunch… The Vietnamese restaurant with the lackluster reviews? It’s closed now, a ghost of a business that didn’t adapt. The real estate agent from that day? Out of business, too, having never embraced marketing. “They didn’t see the value,” George reflected. “Realtors, restaurants, title insurance companies – if you’re not shouting your story, a story, from the rooftops, you’re done.”

National Integrity Title Agency, meanwhile, stands tall. Its 1,000+ reviews a beacon for educated consumers. George’s story isn’t just about surviving; it’s about thriving – looking ahead, staying consistent, and living by the truth that “unseen, untold, unsold” is the death knell of any business. And every morning, he wakes up ready to look around the next corner.

Title and escrow professionals often bounce from conference to seminar, soaking up knowledge and making connections without giving much thought to the whirlwind of logistics behind the scenes. Booking venues. Lining up speakers. Managing shifting schedules and adapting to new regulations. It’s a high-stakes juggling act, and in Pennsylvania, Robin Kelsh is the one keeping all the pins in the air.

As the Executive Director of the Pennsylvania Land Title Association (PLTA), Robin isn’t someone who has handled a closing herself. But make no mistake: her work is essential. She ensures that Pennsylvania’s title community stays informed, engaged, and connected, providing a steady foundation in an industry constantly reshaped by change.

Every state has its own unique land title association, each molded by local laws and culture. In Pennsylvania, PLTA is known for its close-knit community and collaborative energy, flourishing under Robin’s leadership. With a passion for bringing people together and a deep appreciation for the nuances of member experience, she has turned what could be routine industry events into meaningful touchpoints for growth, trust, and shared purpose.

Robin didn’t follow a straight line to get here. After college, she dove into the world of production, including film, theater, concerts, and online media. She rose to become a senior producer during the dot-com boom, organizing lavish corporate events. But after the September 11 attacks and a company buyout, she pivoted. Leaning on her gift for coordination and storytelling, she stepped into association management with a builders’ group, and later found herself drawing on skills she developed as a volunteer firefighter: discipline, community service, and nonprofit leadership.

Then in 2014, a spur-of-the-moment application brought her full circle, and into the role at PLTA. It was her first job in her hometown. She inherited a membership of roughly 400 companies, which has grown to well over 500, and an industry often misunderstood outside its walls.  Robin made it her mission to unify agents, underwriters, and affiliates into a single voice advocating for integrity, education, and consumer protection.

Robin is a planner by nature. Whether she’s mapping a multi-day convention or organizing a last-minute panel, she thrives on crafting experiences that leave people feeling more connected. That instinct isn’t limited to her work. At home, she’s the primary caregiver for her soon-to-be-80-year-old mother. Planning her mother’s upcoming birthday celebration has become another signature project—coordinating travel for longtime friends, relatives from New York, and the beloved "Golden Girls," her mom’s best friends. Options range from Hawaii to Cape May. Like any great event, it has to be accessible, heartfelt, and unforgettable.

“Family isn’t just blood,” Robin says. “It’s the people who show up, year after year.” That same philosophy fuels her work at PLTA. In her eyes, title is a family industry—full of legacy businesses, multi-generational relationships, and competitors who often feel more like colleagues. It’s why she fights to keep in-person gatherings alive in an increasingly virtual world.

The last few years haven’t been easy. Robin lost her dog and two cats within a short span. One passed just before a major PLTA convention. But as always, she kept going. She funneled her energy into travel, creative writing, and service. She still sits on a fire service board, writes when she can, and has a children's book waiting to be published. She even had a haiku printed in USA Today and wrote a local newspaper column for 12 years.

Ask her about retirement, and she laughs. “If I retire, I may finally get that book published.”

Whether she’s planning a statewide convention or a family milestone, Robin Kelsh is doing more than managing details. She’s shaping moments that matter—for her community, for her family, and for an industry that runs on trust. Her legacy isn’t a single event or achievement. It’s every connection she’s helped build.

As she puts it: “The community is about the people, working together and building a strong association that will last long into the future. Community comes from showing up, again and again. That’s where it all begins.”

Those 1,000+ reviews weren’t a marketing flex; they were a testament to National Integrity’s ironclad processes. “Marketing without process is nothing,” George insisted. His team used tools like ClosingLock for secure transactions, educated clients with a “pizza tracker” mindset, and maintained transparency through press releases and social media. They even advertised internally, shouting out staff achievements in newsletters to boost retention. But staying ahead meant more than just reviews. George was always “looking around the corner before getting to the corner.” Growing up in Philadelphia’s tough Kensington neighborhood taught him to anticipate challenges. “You survive by seeing what’s coming,” he said. “In business, you create wider lanes to be here tomorrow. If you’re content with your current lane, you’re out.”

That foresight drove National Integrity to innovate constantly. They hired a writer to ensure every press release popped, and the company as well as its staff received well-deserved recognition. A dedicated social media team kept their feeds fresh, mixing professional posts with quirky content to stay visible. When they onboarded a new employee in Northfield, they blasted the news across Facebook groups and local journals, instantly drawing in her network. Why push out this seemingly small update across social media? According to George, “Because title insurance professionals think they’re in the title insurance business. But the truth is, we’re in the marketing business specializing in title insurance.” So, small updates reflecting that mindset can go a long way in keeping your company in front of your audience.

As George’s vision took hold, NITA thrived, but the irony of that 2014 lunch… The Vietnamese restaurant with the lackluster reviews? It’s closed now, a ghost of a business that didn’t adapt. The real estate agent from that day? Out of business, too, having never embraced marketing. “They didn’t see the value,” George reflected. “Realtors, restaurants, title insurance companies – if you’re not shouting your story, a story, from the rooftops, you’re done.”

National Integrity Title Agency, meanwhile, stands tall. Its 1,000+ reviews a beacon for educated consumers. George’s story isn’t just about surviving; it’s about thriving – looking ahead, staying consistent, and living by the truth that “unseen, untold, unsold” is the death knell of any business. And every morning, he wakes up ready to look around the next corner.

Ken Trepeta isn’t trying to win a popularity contest. That’s not his job. As President and Executive Director of the Real Estate Services Providers Council (RESPRO®), he walks the tightrope between some of the most powerful, and most controversial, forces in the real estate industry: the affiliated business arrangements (AfBAs) and joint ventures (JVs) that tie real estate brokers, title companies, mortgage lenders, and tech firms into one-stop shops.

To some, he’s the guy standing up for the big players. To others, he’s the only adult in the room trying to keep everyone honest.

“I’m not here to advocate for people who don’t follow the rules,” Ken says, eyes narrowing behind his grin. “I want a fair fight. The people who cut corners on RESPA ruin it for everyone else.”
It’s the kind of conviction that doesn’t always make him friends, but it’s earned him respect. Ken calls himself the industry’s “chief protector,” but don’t let the polished title fool you. He’s more like a regulator’s shadow and an enforcer’s conscience, working behind the scenes to keep the peace, hold the line, and make sure nobody burns the house down.

Born into real estate, Ken had the business in his blood before he ever held a job. His mom was a loan officer. His stepdad, a builder. By 11, he was sweeping job sites. His sister’s a realtor. Both parents once sold homes. But Ken took a different route: law school, Wall Street, policy work. Before RESPRO®, he was rubbing shoulders with titans at Goldman Sachs and JP Morgan Chase, then later lobbying for the National Association of Realtors®. By 2015, RESPRO® came calling.

What he walked into was a minefield.

RESPRO® represents a model that’s often misunderstood, or outright mistrusted, by much of the independent title industry: affiliated business arrangements, or AfBAs. JVs. The mash-up of brokerage, mortgage, and title services that critics claim muddy the water and create unfair advantages. Ken sees the landscape differently.

“If an affiliate title company screws up, the consumer calls their REALTOR® immediately,” he says. “Affiliates raise the stakes for real estate brokers and builders. It’s not easier, it’s riskier because the whole affiliate team has to perform.”

To Ken, accountability is baked into the affiliate model. If you own a piece of the whole chain, the whole chain has to work. He points to data showing consumers want one-stop shops. What he wants, though, is to make sure those shops are real. Real offices. Real capital. Real operations.
He keeps a one-pager on the RESPA 10-point test handy. “This isn’t a loophole,” he says. “We want people following the law. That levels the field.”

That nuance - standing up for affiliated businesses without giving them a free pass - puts Ken in a rare category. He’s the guy independents might not love, but many quietly respect. Because he’s not out there defending bad actors. He’s hunting them.

When the NAR settlement dropped a bomb on the commission model, Ken was already working on the fallout. Then came the lawsuits about MLS access and mandatory association memberships. In Utah, a 30% cap on affiliated business arrangements nearly choked the market. Ken built a coalition, got it raised to 70%, and included language to keep shady players out. In Illinois, regulatory threats were met with the same strategy: bring people together, fight smart, don’t back down.

“If I do my job too well, members forget they need us,” he says with a shrug. “Then a state issue hits, and we’re the fire department.”

It’s not just politics and policy, though. Ken wants RESPRO® to be about innovation, too. His member list now includes firms like CloseSimple and SoftPro, companies pushing the title industry forward. “We’re not just about compliance,” he says. “We’re about doing the job better.”

Still, the pressure never fully lifts. Lawsuits keep coming. Markets keep shifting. And Ken keeps showing up, not for applause, but because he sees the cracks forming,and knows how fast they can break everything.

Off the clock, “Recreational Ken” is a whirlwind. He gardens. He fishes. He’s a die-hard model train guy. He plays a Gibson doubleneck guitar—yes, the same one Jimmy Page used on “Stairway to Heaven.” He bought it in 1986 for $1,126.78 with money he earned shoveling out dog kennels. Today, it’s worth over $8,000, but he still plays it like it’s brand new.

His hobbies are more than quirks—they’re echoes of the way he works. Nothing is half-hearted. If he’s into it, he’s in. Whether it’s plotting a new net to fend off birds attacking the strawberries or navigating the labyrinth of real estate regulation, Ken goes all in, sleeves rolled, focused on the details.

He knows he’ll never please everyone. He knows there are independents who think JVs tilt the board. But he also knows this: someone has to make sure the rules are followed. Someone has to stand in the middle and say, “This is how we keep it fair.”

That someone is Ken Trepeta. And whether you agree with him or not, the industry’s better with him in the room.

The title and escrow industry is built on trust, precision, and hard work. For nearly 40 years, Cheryl Baillis has operated as a quiet architect of change and innovation within this demanding field, reshaping it from the shadows of giants like Old Republic, First American, and Zillow. She’s led thousands, forged enduring relationships, and tackled challenges that would daunt most, yet she recoils at the idea of self-promotion. “I’m terrible at talking about myself,” she confesses with a laugh, her discomfort palpable during a rare interview from her home. She’s a dynamo on panels, unraveling industry complexities with ease, but ask her to recount her own triumphs, and she’d rather champion her team. 

This conversation pushed her to reveal a tale of defiance, camaraderie, and a fire to turn “you can’t” into “just watch” a career so remarkable it begs to be celebrated, even if her humility keeps her from the stage.

It all started in a lively Cleveland office, pulsing with teamwork, where manila folders and recipe cards tracked files in a pre-digital haze. Cheryl, a college student scraping by to pay tuition, landed an escrow assistant job at a small title company. The outdated tools and manual processes, like push button check imprinters, sparked her curiosity. “There’s got to be a better way,” she insisted, her knack for tackling complex challenges like decoding an escape room already evident. But colleagues waved her off. “You can’t rethink that system,” they would say. Fueled by their doubts, Cheryl didn’t just prove them wrong; she rocketed to escrow officer, setting the stage for a career that would redefine the industry.

Her mentor, Augie Pachetti, a Cleveland title legend, gave her a mantra: “Do your best to make it right, because it’s our job to protect the consumer.” Those words became her anchor, guiding her to tie every transaction to a family’s dream. She joined a larger firm, juggling customer service and title examination, burning the midnight oil to master her craft. But the 1990s economic downturn threw a curveball, forcing her to pivot to international law firms, where she grappled with mergers, acquisitions and contracts. The shift was daunting, yet it honed her puzzle solving instincts, a skill she deems essential for success. “You need a curious, inquisitive and strategic mind for this work,” she says, “one that thrives on solving tough problems.”

When the title industry rebounded, Cheryl charged back, but the stakes were higher. At Old Republic, she teamed with visionary Joe Casa to pioneer a centralized operation for refinance and home equity products - a daring leap from local norms. It was the first of many forward-thinking opportunities that established her reputation for driving transformation and innovation within organizations. Her career led her to multiple opportunities at large organizations, where she continually faced new challenges. But her motto, “Let’s show them what we’ve got,” drove her leadership at each stop over the next 20 years.

Over those years Baillis has led thousands, and amidst all of it, has learned to always prioritize the person over the priorities. “The two things people want are to be valued and to add value,” she says warmly, her leadership rooted in listening and empowering. She’d meet teams, absorb their struggles, and ignite their potential, turning shaky operations into powerhouses. Her roles were vast: streamlining global systems, driving revenue, optimizing operations and implementing innovative solutions. And most importantly, not losing sight of the client’s experience along the way.  Each step tested her, as market shifts and corporate demands loomed. She met every challenge with a vow to leave the industry stronger, a promise tied to her Ohio farm roots, where her parents drilled in a work ethic that never quits.

Now at Flueid, Baillis has risen from board member to Chief Relationship Officer, a title she insists on over “Revenue.” “Relationships are this industry’s pulse,” she says, her passion fierce, a mindset she’s embraced fully in this role. She ensures Flueid’s decision engine platform, not only empowers title companies however also serves as a broader solution to help the real estate industry better understand the importance of insuring risk and protecting consumers.  “I’ve long advocated for innovation and technology to improve efficiency - without compromising the vital role of title insurance.  Today, that balance is more important than ever.  Her push for collaboration mirrors a career spent bridging gaps and bringing the industry together with forward-thinking solutions. 

Looking back, Baillis reflects on the warmth of those manila folder days, when recipe cards and shared purpose knit her team like kin. “That camaraderie is what sets this industry apart,” she says, her gaze softening. She treasures the colleagues, even rivals, who’ve answered her calls over decades, their wisdom fueling her rise. But as she reflects, those folders and cards take on deeper meaning - not mere tools, but emblems of a collective spirit that drove her to contribute, connect, transform. “They sparked it all,” she says softly. “They remind me why I’m here: to make a difference, one relationship and transaction at a time.” Baillis may shun the spotlight, but her legacy, forged through relationships, puzzle solving grit, and a refusal to bow to “you can’t” burns bright, a testament to a woman who’s changed an industry while lifting everyone around her.

Wire fraud doesn’t care about ZIP codes, population size, or where your office sits. Across the country, fraudsters are hard at work finding new ways to exploit real estate closings. But at Near North Title Group, led by Alex Grundhoffer, Allison Rabin, and Pam Butler, that threat is being met with something unexpected: creativity, humor, and a company-wide standing ovation.

Yes, really.

While most title companies conduct annual fraud training or circulate email bulletins when something suspicious happens, Near North has created a recurring event called “Fraud Busters.” Part internal investigation, part creative writing session, and part fifth-grade theater production, this unique initiative turns real fraud attempts into Hollywood-style scripts, complete with character names, dramatic plots, and applause-worthy endings.

Here’s how it works: When a fraud attempt is spotted through technology or by a team member, whether it’s an impersonated seller, a spoofed email, or a suspicious request for wire changes, it gets logged in an internal spreadsheet. But this is no ordinary spreadsheet. This one becomes a scriptwriting sandbox.

A title is created. Characters are cast. The plot is drafted. And during an all-staff meeting, the story is shared with everyone. Not just as a case study, but as a piece of team-driven performance art. Staff listen, laugh, and most importantly, learn.

Why does it work? Because creativity sticks. In a world of constant email alerts and ever-changing cyber threats, Near North’s approach cuts through the noise and keeps everyone engaged. Each fraudster becomes a caricature, each scam becomes a cautionary tale, and each employee walks away more fraud-aware than before.

“Effective fraud prevention requires more than protocols- it demands participation,” says Allison Rabin, Chief Operating Officer of Near North Title Group. “By transforming real incidents into engaging narratives, we ensure our team not only understands the risks but feels personally invested in stopping them.”

Here are just a few “Fraud Buster” titles that have hit the internal stage:

• It’s a Wonderful Lie: He’s 80. He’s FSBO. He’s a truck driver who can’t access a computer and doesn’t know where he’ll be from day to day. Yet somehow… he electronically signed the purchase contract? When the story doesn’t add up, we start asking: Who really signed that document? And what’s hiding behind the wheel of this cross-country con?
  
• Dumb and Dumbest: A FSBO deal with a massive earnest money deposit. Emails that sound like they were written by a bot or someone impersonating a human trying to sound like a bot. From beginning to end, this transaction raised red flags and drew belly laughs. But behind the comedy was a serious reminder: even the dumbest attempts can do real damage if we’re not paying attention.
• The Fault in Our Order: A seller undergoing chemo in Houston wins hearts with his warmth and resilience. But as his kindness tugs at our emotions, his physical absence from the transaction raises eyebrows. Is there more to the story than he's letting on? This emotional rollercoaster reminds us: not every heartfelt tale ends the way you’d expect.
• Note: To continue this story, we took a few of Near North Title Group's movie titles and plots, and asked ChatGPT to generate a movie poster for each. You can see a few of them here in this story.

 “Most people believe scams only happen to others, but never to them.” says Pam Butler, Senior Manager and Application Support at Near North Title Group. “So using this format helps lay out the story and they suddenly realize it could have just as easily happened to them.” 

Each of these dramatizations helps make sense of real threats while fostering a culture where fraud prevention is everyone’s responsibility and nobody zones out during the training.

The ultimate result is a tight collaboration at the intersection of fraud prevention technology and human intuition. “CloseSimple provides the insights we need to finally get proactive in our efforts to combat fraud,” said Alex Grundhoffer, COO at Near North. “And our ability to document and surface fraud attempts early in the process helps our people trust their intuition when things feel off.  We make better decisions when we aren’t pressured near the end of the transaction.” 

Near North Title’s “Fraud Busters” isn’t just an entertaining concept; it’s a reminder that how we train matters just as much as what we teach. By bringing stories to life, they’re proving that the best way to stop fraud might just be with a little applause.

So… what’s your team doing to catch fraud before it catches you?

In the title industry, technology, workflows, and process improvement often take center stage, but there is one element that is irreplaceable: people. Culture, the values, behaviors, and relationships that define an organization, is the true multiplier when it comes to scaling a title company and achieving sustainable growth. It’s not something you say; it’s something you live. And it’s not a “nice to have;” it’s a strategic imperative.

Do we have the “perfect” company culture that we want? I am going to say No. I’ve learned that there is no such thing as the perfect life, family, marriage, career path or shockingly…company culture. Why? Because the best intentions from leadership to build culture are interpreted in a variety of ways, influenced by personal stories and past experiences. Culture isn’t easy; it takes consistency and commitment.

I’ve experienced first-hand the challenges of attempting to blend multiple title agencies into a “family of companies” with a consistent culture. In full transparency, we haven’t always been successful, but we have remained committed to continual improvement. But the key point is that it is an ongoing initiative for us; it is a long game. Culture isn’t a buzzword, and it is never going to be perfect, but here are a few principals I believe are essential.

Valuing Employees

In the pursuit of efficiency, companies can unintentionally overlook the most powerful growth strategy: valuing employees. It doesn’t require a complex rollout, just consistent communication, recognition, and engagement at every level: top down, bottom up and everywhere in between. Gallup reports that many employees feel their contributions are routinely ignored. That’s not just disheartening; it’s a missed opportunity.

A culture that celebrates wins, recognizes individual efforts, and fosters appreciation leads to higher engagement, productivity, and retention.

Securing Buy-In for Change

As companies grow, change is constant, but without employee buy-in, even the best initiatives can falter. Creating a culture of transparency and inclusion builds trust and ownership. Communicate early and often, explain the “why,” and encourage feedback.

When employees feel involved, they become champions of change, not just subjects of it.

Hiring for Cultural Fit

Happy employees are the best recruiters. When looking for the “right fit,” tap into your current team: the ones who live and breathe your values. Their passion and credibility can attract like-minded candidates.

While skills are important, attitude and cultural alignment are essential. Showcase your internal culture externally through employee spotlights, appreciation posts, and community involvement. The true measure of a company’s culture is the employee’s perspective. It is your external brand.

Retention Starts with Culture

Why do people leave companies? Leadership gaps, lack of recognition, and cultural misalignment. Why do they stay? Purpose, connection, and growth. Onboarding offers a chance to make a strong first impression.

Don’t waste it.

Consider adding an onboarding survey to gauge how your culture is landing. And remember, retention isn’t built on grand gestures; it’s shaped by consistent, positive experiences.

Small Gestures, Big Impact

It’s often the little things that stick. An executive holding the door. A handwritten note. Flexibility when it matters most. These gestures may seem small, but they shape how employees feel about where they work. Culture isn’t defined by a mission statement; it’s lived in the daily moments that build loyalty and trust.

Relationships Drive Results

Title and Escrow is a relationship business, but external relationships alone won’t fuel growth. Internal ones matter just as much. Peer-to-peer trust, leadership connection, and cross-functional collaboration create a culture of support. In a world of automation, human interaction still matters.

Remember it is the small things that make our employees and customers “sticky” to us so pick up the phone, send the note, smile more often. Automation is a tool; it is not a replacement. Take time to balance efficiency with empathy. When you harness the power of relationships, you create a culture that advocates for your brand.

Happy employees = elevated service = increased profitability. When you invest in culture, you're not just building a better workplace; you're creating a growth engine fueled by people, purpose, and connection.

How does one value a title agency when the owner is trying to sell it? That’s actually not a simple question. I’ve been involved in a merger, several asset purchases, and two majority interest buyouts. In my experience, the value of the assets of the agency, or the agency itself, was not clear and was a different evaluation in each situation. In my opinion, it isn’t (and shouldn’t be) formulaic. The value of a title agency varies on a lot of different factors that are not as easy to measure as one would prefer.

The most common question I hear about valuing a local title agency is, ‘what multiple do you use as a starting point’? My answer to that is, ‘Starting at a multiple and working up or down for there is not very relevant for small title agencies.’ That would only be relevant if there was some type of generally agreed upon value for an agency, as though all agencies have the same value propositions. Rather, the valuation of a local agency is so intrinsic to the relationship between the agency’s owner(s), customers, and its employees, combined with the nature of the marketplace it competes in. And that varies widely.

Each “acquisition” is going to be dependent on whether the agency has an identity and brand loyalty that is not tied to the owner or any key employee. In other words, the relationships that the agency’s staff & owner have to their customers is the value. For example, if you acquire the agency and then a key employee leaves - whether because they don’t like the idea or new ownership, or because competitors jump in an offer the employee a lot more money to defect - you just lost a lot of future revenue out the door. The customers will likely value their relationship with the employee that left over the relationship to the name/brand of the agency.

In our title agency, we preach “gluing” the customer to the company. We talk about having at least 3 people that have a relationship with the customer. For example, the Branch Manager, the Closing Services Officer, and a Sales Representative. If all 3 of those people have a relationship with the customer at some level (e.g., cell phone text level of communication), then when there is a loss of one of those 3 people, there are still 2 that might be able to maintain the relationship and keep the customer’s loyalty.

I have yet to identify a way to measure how “glued” a customer is to a title agency that I’m in talks with to acquire. But yet that’s ultimately what I want to know, because that’s going to tell me if the future revenue will be at all reflective of past performance. Another example is that if the customers find out the owner sold the agency, even if that owner is going to work another 2 years, the gossip of retirement will cause some customers to defect and try other title agencies. Lenders and realtors are constantly getting called on by title sales representatives, so to presume that they won’t listen to those opportunities and give them a try when a change happens, is naïve.

Given that traditional business valuation models don’t work for local title agencies, what can be done to determine the value?

From my perspective as a buyer, I would say that the objective is to learn as much as possible about the employees, the customers, and the relative involvement they have with those referral partners, and whether they would be a culture and technology fit for our company. I would also want to know what size market the agency is in, for upside evaluation, and for whether there is a competent competition that is a relevant threat.

The more good options customers have, the more likely it is they will stray when they learn that an ownership transition occurred. Further, knowing whether there is business generated from the general public based on location (say across the street from the courthouse in a smaller county), website, history, or community connections, etc., are all relevant to determining future revenue. And really that’s the goal.

If you’re going to consider paying money to someone for ownership in/of their agency or their assets & employees, you’re making a gamble on its ability to withstand the change without losing employees or customers. The past performance doesn’t actually indicate the agency’s value for purchase, but rather the historical value of those existing relationships, which are subject to change and which the owner already capitalized on. What will happen going forward is more an evaluation of the agency’s ability to withstand change.

So, put aside the spreadsheets for a moment and look at the heart of the agency, whether it is your own or one you are considering. Is its value truly embedded within the company's culture, systems, and broad client allegiance, or is it precariously balanced on the personal goodwill of a few key figures? The most critical calculation you can make involves no numbers at all; it is an honest appraisal of the agency's fundamental resilience and its capacity to not only weather change but to emerge stronger, continually earning its place in the market. What are you building today that will truly withstand the tests of tomorrow?

_{About Jonathan Holfinger: Jonathan is the principal owner of Northwest Title Family of Companies and Northwest Law, headquartered in Columbus, Ohio. Northwest handles all types of commercial and residential real estate transactions through its 20 locations in Ohio and Northern Kentucky, and performs traditional local title services in counties with offices across the street from the Courthouse, as well as through regional joint ventures with lenders and realty brokerages. Jonathan is a Past-President of the Ohio Land Title Association, and is one of two individuals who have been awarded both the Ohio Land Title Professional and ALTA's National Title Professional designation.}

I have litigated hundreds of conflicting claims of interest in real property, as well as policy coverage disputes between insurers and policy holders. I have also managed the satisfactory resolution of title defects before any dispute or formal litigation is even a twinkle in anyone’s eye. These include anything from conveyance fraud and forgery to the theft of funds through false disbursement instructions and Ponzi schemes.

This experience leads me to conclude that the argued reduced cost¹ of both traditional and new “enhanced” insured AOLs does not warrant property purchasers, lenders and/or mortgage servicers assuming the substantial risks associated with the inherent limitations of AOLs and, more importantly, the underwriting/insurance that is purported to stand behind AOLs.²

WHAT AN AOL IS AND IS NOT.

An AOL is a written legal opinion by an attorney or law firm addressing the current (at the time it was issued) status of the legally enforceable ownership of or in the subject property that can be determined by a reasonable search of the public land records. That is it.

AOLs do not address interest (actual or alleged) arising from facts not noted in the public land records, such as but not limited to, , forgery, enforceable easements, boundary-line disputes, violations of community schemes, unrecorded but enforceable reversionary interests, assessments, mechanics’ liens, assessed but not yet recorded federal tax liens and heirs’ interests. Likewise, they do not address title issues arising from title or disbursement fraud, or defalcation. AOLs are not a guaranty that the ownership status is as opined. So, other than some peace of mind, what good are they? Nothing without some related insurance policy underwriting loss caused by a mistake in what the AOL does address.

THE LOSS CAUSED BY AN AOL ERROR HAS LIMITED INDEMNIFICATION

A traditional AOL “underwriting” or loss indemnity backing is limited to the issuer’s errors and omission (malpractice) policy. In effect the AOL recipient must allege that the lawyer/law firm issuing the AOL committed legal malpractice because it missed what was “reasonably” discoverable in the public record. Malpractice policies do not provide a defense to the AOL recipient whose unencumbered title or interest is being challenged.

Equally as important, the errors and omission policy does not cover any more than losses arising within the scope of the AOL, which as noted above is severely limited in scope. Moreover, the coverage is limited in time by the applicable tort statute of limitations, typically two? years – well before a majority of title claims arise.

Newer underwriting offerings for AOLs do not fare much better, even if it is suggested they cover losses caused by title challenges arising out of non-recorded, enforceable interests, such as fraud, forgery, incapacity, impersonation, improper execution of documents, improper conveyances based on statutory proscriptions, improper use based on statutory proscriptions or improper recording, even if the AOL does not specifically address those issues specifically.

This is because the insured AOL polices require that those items have been discovered by a “reasonable” title examination or preventable by action that could have reasonably been take by the issuer of the AOL – requiring the litigation of whether the issuer acted or did not act reasonably.³ Even assuming, as those advocating for these newer offerings argue, that the foregoing risks are considerably less probable then the risk of a missed recorded lien or interest so “don’t sweat it,” a loss is a loss. Avoiding altogether an argument over whether a “reasonable” search or intervention would have “caught” this issue⁴ in order to obtain coverage and loss indemnity is well worth the price of a title insurance policy, which is usually wrapped upon in the purchase financing.

Moreover, these newer insured AOL products are not title insurance policies issues pursuant to state statutes, regulations, and insurance department supervision. Whether I am an owner (making the biggest investment of my entire life), a creditor or servicer, I want insurance that is actually “title insurance,” not some lawyer’s partial, look-a-like, errors and omission policy.

_{About Francis “Trip” Riley:  Francis "Trip" Riley is the Chair of Saul Ewing’s Consumer Financial Services Litigation Group. He has a national complex civil litigation practice defending clients against single plaintiff, putative class, and government enforcement actions. In the consumer finance space he represents lead generators, brokers, lenders and loan servicers and their vendors in civil litigation.}

_{In the real estate settlement services space he represents real estate brokerages; title underwriters and agencies; mortgage loan brokers, lenders and servicers; property and casualty insurance underwriters and brokers; and their technology vendors. Trip also provides operations and transaction related regulatory compliance counseling to members of the consumer financial services industry.}

_{Citations
¹ Standard AOLs are typically less expensive at closing than a standard ALTA title insurance policy.
² Currently, an AOL can be described as a “traditional, standard AOL” whose failure/inaccuracy is underwritten by the attorney-issuer’s malpractice policy, or a “new AOL” whose failure/inaccuracy is underwritten by a per AOL malpractice-wrapper that may or may not be associated with a separate closing protection letter, and/or the issuance of mortgage servicer errors and omissions policy, all by a different company that the attorney’s malpractice carrier. In either case, neither are actual title insurance because only a licensed title insurance company can issue a policy or have one issued on its behalf.
³ Attorneys issuing AOLs underwritten by these new “policies” have every incentive to argue to those underwriters that none of these are reasonably discoverable or prevented as they do not want to be dropped as an insured or participant in the program.
⁴ Although those advocating the newer offered insured AOLs profess that “policy” is linked to an identified error so that the insured party filing the claim does not need to prove the elements of malpractice or negligence to trigger coverage, the issue of “reasonably” able to be identified or prevented, will always need to be answers in the affirmative.}

The role of business consultants has really exploded in the last few years. Companies are putting a lot of value in industry professionals who have done the work, grown and sold their own agencies, and want to pass that knowledge along. It’s a great concept: pay someone to come into your agency, learn the intricacies of your processes, the types of clients and transactions that make up your business, and identify solutions for your specific objective.

I like the concept so much that I started consulting myself, helping professionals who want to start their own title agencies navigate the nuances of the industry. But here’s a little secret: your title agency already has consultancy services built right in, and if you’re an agency owner, you are already paying for those services.

I’m not referring to the vast services that our underwriting partners provide their title agents, or any third-party vendors. I’m referring to the biggest expense line item on your balance sheet: your payroll.

--

A claim comes across my desk regarding a HELOC loan. The transaction was a refinance; we insured the new lender and paid off the line of credit. The insured is questioning its first lien position and upon review of the file, my agency did indeed pay off the line of credit but did not, as is our practice, secure the close out letter.

This resulted in the homeowner making draws on the line of credit.

Clear agent error.

As an owner, it’s important to recognize that while I have control over processes, I do not have control over human fallibility.

The solution: too many to count.

Cue my in-house, highly trained business consultants - my team.

I put them all together in a room, explained to them the claim, the existing internal process, and my objective. I told them I could come up with numerous redundancies to ensure that this problem never occurs again and I can direct them all to do it. But instead of that course of action, I would much rather have them come up with solutions and processes that can accomplish the objective while making the most sense for how they do their jobs.

From order entry to examination, title clearance to processing, recording to policy issuance, I went through every suggestion they had to arrive at a solution that made the most sense for how my agency does business.

--

Your team is your greatest asset for problem solving. Not only are they highly trained in your specific company’s internal processes, they also usually bring years of experience at other agencies or facets of our industry. It can be tempting to search for a magic product, solicit recommendations from your network, or register for every conference in search of the perfect solution.

Why not go to the individuals that will be impacted the most by any change you implement? You have already hired your best business consultants, you need only to leverage them and align them to your objectives.

_{About Francis Liz Casselman:  Liz is an attorney, title agency owner, 1031 exchange specialist, and author. She loves talking title journeys with industry professionals and uses transparency and collaboration to cultivate a community focused on shared experiences and goals.}

_{And be sure to subscribe to the “Not Just a Title” newsletter on LinkedIn, where Liz shares her random musings and experiences in the title insurance industry, guaranteed to put a smile on your face and provide a few-minute retreat from the busyness of title and escrow.}