Would a, should a, could a

I do a lot of work with companies setting up supplemental plans - to cover income, key person, provide supplemental retention plans that eventually turn into retirement plans.

Most of my first case conversations with a producer starts off focusing on one person or a few people. With a little bit of massaging, that one to three people the employer is focusing on can turn into the 5 or 7 or 10 people that the employer kind of forgot about. They're loyal, at least for now, and capable, but sometimes forgotten because they're not the squeaky wheel.

We also shouldn't ignore the centers of influence that we work with. The attorney who partners with the producer to fix documentation before it becomes a problem, or the CPA who does the forensic accounting to get the employer out of a tight spot.

Better to get there first so that you can manage the field of play, then to try to play catch up when someone else gets in there.

Two parting thoughts:

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