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PODCAST OPENER
Welcome to the Inside Insight podcast presented by CR Solutions. At Consolidated Risk Solutions, we are taking our expert knowledge of the insurance world and using it to innovate the industry using technology, groundbreaking thinking and a personal touch. Join us as we talk to masterminds both inside and outside of CR Solutions about how the world of insurance is changing, and how we can be sure to grow along with it. If you have to manage insurance in your work, then you can benefit from the interviews, conversations and insights we’ll be exploring to elevate your business’s success.
INTRO (00:45 – 04:43)
Trevor Casey: Baby, lock them doors and turn the lights down low. Rose Hall is the CEO.
Beau Lunceford: Wow. That was good.
Trevor Casey: Of RH Business Ventures with 25 years of experience.
Beau Lunceford: Yikes. That kind of took it.
Trevor Casey: It did take a little bit of a turn. But anyway, so we’re brought to you with Rose Hall today.
Beau Lunceford: I think that the premise is still there, though. The message is still strong.
Trevor Casey: American Idol and me are calling each other’s names, but I’m stuck here at CRS.
Beau Lunceford: Yeah. So hopefully they never get wind of you or else we’ll be SOL, up the creek, as they say.
Trevor Casey: Oh, they’re calling. They know. Just the number’s not there yet.
Beau Lunceford: I understand.
Trevor Casey: Billion dollar voice. They’re a million dollar institute.
Beau Lunceford: I get it. I must be tough. I’m sorry.
Trevor Casey: It is. But anyways, we’re speaking of Rose Hall today.
Beau Lunceford: Oh, Rose, I just love her. We met a few years ago at Ermie, and just immediately we have become fast friends. The cool things that she’s doing, I don’t know, she’s just such a cool person. I loved this conversation. I looked forward to it so much, and it was just such a fun thing to be a part of.
Trevor Casey: I guess I met Rose probably around the same time that you did, but we didn’t become fast friends unfortunately.
Beau Lunceford: You’re not as cool as I am. It’s okay.
Trevor Casey: Yeah, but we’re friends now.
Beau Lunceford: Now you are.
Trevor Casey: Which is all that matters. But this was a really great conversation. And one of the things that I really like about this conversation is it really plugs into innovation. So that’s one of the things that we’re huge on with this podcast is innovation, innovate. What is changing, moving and shaking in the industry, and Rose has truly stepped up to the plate and said, you want to innovate? Well, I’m here to innovate.
Beau Lunceford: I’m going to show you how to do it.
Trevor Casey: Yeah. And so what her company is doing has a need in the industry. As we’ll go into, the need may not be 100% understood yet, but she’s not just like, oh, shooting in the wind, sending some marketing. She is plugging this thing in. And every question I had, she had an answer she had already thought of. She had already been like, “Oh, I’m five steps ahead of you in every direction.” So I’m just so excited to see what she does in the next year. I mean really in the whole future of her company. But within the next year, the blow up that comes out of RH Ventures.
Beau Lunceford: So tell us a little bit about Rose.
Trevor Casey: So Rose Hall is the CEO of RH Ventures. With 25 years of experience leading transformation at the intersection of risk and technology. Rose is a visionary strategist known for turning risk management from a defense function into a powerful tool for sustainable business success. She’s held leadership roles at AXA XL, Turner Construction, Gallagher Bassett, and is working with Fortune 500 companies and top ENR contractors to drive measurable impact. As the co-founder of the AXA XL ecosystem, Rose pioneered an award winning model that merges insurance technology to proactively reduce, reduce risk. Now the founder and CEO of RH Business Ventures, she advises startups, insurers, brokers and enterprises on integrating innovation and advanced management strategies. A sought after speaker and recognized thought leader, Rose has been honored by Insurance Business America, Property Casualty360 and Reuters for her contributions to the industry. She holds degrees from Rutgers University and Stanford University and balances her professional achievements with a passion for endurance sports, weightlifting, golf and travel. The woman does it all.
Beau Lunceford: She really does. And I think people are going to hear that in this conversation that, like you said, she is 10 steps ahead of any question that you might have, any thought process. She’s ready to tackle these challenges. She is ready to people to bring her problems and we’ll hear a little bit more about that soon. So without further ado, let’s jump into this conversation with Rose Hall.
Interview (04:47 – 34:15)
Trevor Casey: All right everybody. Welcome back to another episode of the Inside Insight podcast. We are here today with a special guest, Rose Hall of RH Business Ventures. She’s the founder and CEO. Rose Hall, how are you? Welcome to our show.
Rose Hall: Thanks Trevor. Happy to be here.
Trevor Casey: We’re so glad to have you.
Beau Lunceford: Rose, we are so excited to be here. I got to meet Rose, I guess it’s a couple years ago at Ermie and since then I have just gotten to watch all of the cool things that you’ve been doing, I’ve watched this progression into this new venture that you’re doing. So for people who don’t know you and already adore you, they’re about to. But tell us a little bit about where you came from, how you got started. Tell us about your adventures.
Rose Hall: Thanks, Beau. And I love that we have this picture from when we met at Ermie where we’re just making the goofiest spaces. It’s great. It’s fantastic. You resurrected that a couple months ago and I was like, “Oh, I remember that moment.”
Beau Lunceford: We’re absolutely posting that somewhere in preparation for this.
Rose Hall: Fair enough. I’m here for it. I’m glad to be here. Thanks for having me. So, my background is kind of bizarre. My education is in engineering and then I worked for Turner Construction for almost 10 years, but I did operations and then I did risk management. So did all the things in the field pre con estimating, purchasing, project management, and then found myself in the risk management department at Turner, which was back in the day, it was kind of the beginning stages of construction companies having a robust risk management department. So it was a really great place to be and was there for a few years. Did consulting for claims and litigation on construction related matters for a company called WCD Group, who’s now owned by Gallagher Bassett. And then I ended up at AXA XL for 9 years. And in the construction business unit to start out, did some innovation in the construction, risk and tech space and then branched out into the rest of the lines of business in the Americas and just supporting clients, helping them better manage their risk through any way that we innovate, whether it’s a piece of technology, whether it’s a different way that we build, whether it’s a different way that we contract. The risks are just becoming so great these days and they’re coming faster than they ever have been. We have to innovate how risk is managed. And so I left AXA AL at the end of December 2024 and started my advisory business, RH Business Ventures. And the goal is to innovate how risk is managed and that goes across all that value chain of the startups that are innovating, both insurance and construction, the insurers and brokers that are needing to look at risk a different way in order to address the market that’s increasing. And then those end users, the Fortune 500 and the ENR 400s that really need to reduce their risk, both the type they insure and the type they retain. So I started this business to help across that entire value chain and not necessarily be attached to any one of those stakeholders.
Beau Lunceford: So by stepping out, you get to help more people realistically. I imagine that as somebody who is so innovative yourself, I bet you really enjoy getting to play in all these different places now and get to tackle all these different projects and kinds of problems and do some creative problem solving.
Rose Hall: And I loved working for AXA XL. It was such a great environment working. But what I would say is insurance companies in general think way too much about insurance. So my remit is, everything was designed to help the client reduce risk, but it’s sitting adjacent to our insurance products. And so the main prerogative is our insurance solutions. And sitting where I’m sitting now is a better bird’s eye view of the whole value chain and the feedback cycle that has to come through that. You’ve got to have the startups connected with the insurers, connected with the end users, and then back to what is the problem you’re trying to solve and that takes you back to the startups. Great ideas have to come from somewhere. So being a part of this virtuous cycle is, it got me really jazzed.
Trevor Casey: Me and Beau were having a conversation, I think it was about a week ago, about how we’re in a time that if a risk manager is not utilizing some kind of technology, they are a bad risk manager. Like, unfortunately, that just is probably the truth.
Rose Hall: It’s just one word, but I won’t disagree with you.
Trevor Casey: I mean, there’s just so many risks out there right now. Like from access to things falling to electrocution to height restrictions. You can’t have enough people on the ground just looking around and hoping that they have safety. So utilizing different kinds of technology I think is really setting you up to be at the bare minimum, where just having a guy walking the site as a risk manager truly can’t be the bare minimum anymore.
Rose Hall: And the word I would use is “Suboptimal”. You’re a suboptimal risk manager and that’s in some ways worse because you’re risking people’s lives, your reputation, your ability to put your work next. And these are the contractors that are building the places that we live, work and play. It is absolutely paramount that we have construction companies that are viable and managing their risk and able to be a sustainable business throughout decades because otherwise there’s no one to build the stuff. We got to modernize that.
Trevor Casey: So at RH Ventures, who is your customer? So we talked about that the entrepreneurs all the way down to the end user. Are you starting with the end user and working backwards to create that solution or are you right now saying, hey, I’m building out these X, Y, Z number of solutions and they’re compiled with all these different itemized technologies or whatever. Like, how does the RH Venture platform work?
Rose Hall: So it’s all of those stakeholders and that’s what I think is the magic of it. So I am doing advisory work for startups, helping them find product, market fit and go to market strategies and a lot of brilliant tech solutions wandering around looking for a problem. AI is prolific. Everybody wants to do something with AI, but you just can’t wave AI around and be like, hey, I’m going to solve your problem with AI. How and for whom? And I was talking to one the other day that I said, who’s your user? And they said, construction companies. And I go, “No, that’s not a user, that’s your client.” The user is who you identifying in the construction company that this is going to be supremely valuable to? Who is the person in the construction company that’s going to say, I can’t live without this tech. Is it the super? Is it the project manager? Is it the project engineer? Like you have to identify a Persona. So that’s the kind of thing. And the tech was brilliant, but that’s the kind of thing I help startups with in an advisory capacity and then insurers. Since I’ve been doing what I’ve done with AXA AL, which is create new service models and new revenue streams for an insurance company that sit adjacent to their insurance products and just make the whole portfolio better. So I’ve been asked for years by other insurers, which I of course had to decline, but also by brokers. How did you do this? How did you create new service models? How did you amplify what an insurance company or what a broker can bring to a client? So that’s the space where I work with insurers and brokers and then the end user as well. So I’ve got some ENR 400s and some Fortune 500s that want to figure out we have a lot of retained risk. How do we manage that better? And it’s great to work across all of that because I can see which brokers and which insurers are going to be most receptive to a technology being in place with that client. I can sit with that client and say, hey, I’m working with this technology over here you might be interested in because I’m advising to those techs. So it’s like, the feedback loop I talked about, if I sit in the center of that, I feel like I can do them have the most influence and impact.
Beau Lunceford: It almost sounds like matchmaking. Like you’ve got all the pieces like you’ve got all your little individuals that you’re going to try to bring together as little couples to make something great happen together. Oh, wow, that is truly invaluable. I wonder if it’s something that people realize that it’s a need within their organization at whatever level they are.
Rose Hall: Good point, Beau. And the answer I think is kind of not yet. And that’s both a good thing and a bad thing for me. So the good news is I’m doing something that’s not been done yet. The bad news is I’m doing something that’s not been done yet. I necessarily know that they need it. And I’ll share with you this. I’ve entertained a number of full time roles and I put this value proposition out there and most people are like, that’s really new and interesting and never been done before and then it’s like full stop. They don’t know what to do with somebody in this role. So if I was talking to, I’ve talked to brokers, I’ve talked to insurers, I’ve talked to a variety of the stakeholders in here about full time roles and they just understand the concept, they see the need when I present it, but they cannot figure out where in their organization that would sit, what it would do, how it would influence. They just can’t seem to wrap their heads around that. So I was like, I’ll start my own thing. That was always good anyway. But to your point, I will fully admit that it’s not something that’s perceived as a need at this moment. But I do think that in short order, anyone who’s not connecting the dots between innovation and risk is going to be left behind.
Beau Lunceford: Suboptimal.
Rose Hall: Suboptimal performance. No one likes suboptimal performance.
Beau Lunceford: So whenever you’re trying to get these companies at whatever stage they’re at basically on board with this idea of this matchmaking, I’m gonna stick with that because I like it. As you’re trying to get them on board for that, how are you basically getting past that threshold? Like you said, of that’s new and that’s innovative and that’s great and then flat line. How are you getting past the next step?
Rose Hall: What I would say is that’s for a full time role. They can’t see the investment in a full time role for what I do. But I will say when I opened up my doors, so to speak, I had a tremendous turnout in terms of inbound inquiries. So I think this is the right model because you can engage me for a project. We have a problem to solve. What is your problem? If you go on my website, on the contact sheet, like if you want to get in touch with me, it’ll ask for your name and your email and whatever and then they’ll say, is there a particular problem you’re looking to solve? Because we’re not just out here trying to innovate for the sake of innovating. We’re not out here managing risk for the sake of managing risk. We are solving problems. So is there a problem you’re looking to solve? Hey, my innovation department and my risk department aren’t talking to each other. That’s a problem to solve. Hey, I’ve got a problem with inbound submissions, we can only look at 20% of what comes in our door. That’s a problem to solve. So I can either do advisory work for startups on a retainer basis or I can also do project based work. I’ve got a client right now that’s been tremendously successful in one industry and they want to bring their solution to the construction industry and they want to know, is there a market? How big is that market? Who should we be targeting? That’s a problem to solve. So I’ll put together a bespoke agreement or a bespoke proposal that says here’s what we’ll do in this time frame and at the end we’ll have this result. It’ll either be a feasibility study, you’ll either have a market or you won’t have a market. And we’ll try to define that market and define the client Persona and define a go to market plan and what you can expect and that sort of thing. So I think the benefit of being out on my own is I can strategically look at what is the thing we’re trying to do here and solve problems discreetly.
Trevor Casey: I think that’s really cool. And one of the things that I think would be almost interesting for you is to get plugged in with a higher education university where you see some of these students who are creating these programs and these technologies for their graduation project, and they’re coming out into the marketplace and they’re going to these conferences and they’re selling this tech. But like you said, they’re just shooting into the wind and hoping that they hit something, when in reality, like they have a beautiful product but need somebody like you to come in and say, that is cool. We need to sell it to this person. So is that something that you’re doing now?
Rose Hall: Actually, Trevor, you hit the nail on the head, my friend. I’m involved with Stanford University, which is one of my alma maters, and I’m involved with UNC, Chapel Hills Institute of Risk Management, and also Columbia University’s School of Professional Studies, their insurance management master’s program. I do speaking for them. And people will call me up and say, hey, we got a, we got a graduate student cohort that is creating as a startup. Actually, Stanford has a program an entrepreneurial course where you have to come up with a startup and put the business plan together and whatever. And I frequently talk to those students about, you’re just giving them advice on how to get into the market and whether their solution has legs, so to speak.
Trevor Casey: And those are some prestigious universities, so the technology and the ideas that you are seeing, I bet, are so cool, unique, innovative, thinking outside of the box. That would be just so fun to be a fly on the wall in a cohort like that.
Rose Hall: So I’ll tell you, it’s a lot of fun. And it’s fun for me because I like to see what’s coming next. And those students are what’s next? I’m late Millennial, Early Gen X, I guess, or late Gen X, Early Millennial. And our relevance is diminishing by the moment. And the next generations are coming up with this. I want to be at the forefront of that. I want to know what’s important to the next generations.
Beau Lunceford: So do you find that your end users and your insurers that you’re having these conversations with, that you’re pairing with these startups? Are they hesitant to embrace the startups and the new generation of innovation that’s coming, or are they kind of on board with it?
Rose Hall: A little bit of both. So what I’ve noticed is most want to be innovative and want to modernize how they’re doing their business. So through AI, they want to leverage their data. Especially legacy insurers have a ton of data, not all of it’s great quality, but that’s the work to be done. So they want that in theory, but the mechanics of actually getting it in place are roughly turning the QE too. It’s very hard. And the older the company, the harder it is. And it’s part legacy systems, it’s part governance, it’s part politics, but it’s mostly people.
Beau Lunceford: People don’t like change, naturally. In my opinion, in my experience, I would say people don’t like change. One of the things that I always say is I like change when it’s my idea.
Rose Hall: That’s it. So you bring a new idea. So I’m reading a biography on Steve Jobs right now, and everybody knows what his personality was like. But the number of times in that book that people say, I bring him an idea and he hates it, and he says, that’s absolute crap. And then a week later he’s like, hey, I got this great idea. And you’re like, I told you that. But then it ends up getting like. People like their own ideas, and so what there is to do is not present them. We have the greatest solution in the world for you, and it’s called this. What I like to do is I like to paint the picture of what their business will look like in this future vision that they aspire to with this in support. So when I was at AXA XL, I would say to a client, a Fortune 500 client, I’m not trying to tell you that this is the best technology out there for water mitigation or telematics or computer vision or photogrammetry or whatever. I’m not trying to tell you that this is the best solution. But what I am trying to say is, you may be the best business with a solution of this kind. You can pick whichever solution you want. But if Coca Cola wants to beat out Pepsi, you capitalize on who they want to be, what kind of company do you want to be next? And then you figure out what the solutions are that support that instead of saying, I’ve got a great solution. And somebody’s like, I don’t even know what to do with that. So it’s just like anything. It’s appealing to human nature. You want to be the best version of yourself. Well, I’m not going to try to sell you this piece of gym equipment because it’s the best piece of gym equipment out there. I’m going to sell you this piece of gym equipment because it’s going to make Beau the best version of Beau in six weeks.
Beau Lunceford: And that’s what I want to hear. Make me a best version.
Rose Hall: That’s what I mean about solving problems. This is not about the solution. It’s about the problem. It’s about who do you want to be as an organization?
Trevor Casey: And at the end of the day, CEOs want less problems. So solving them for them makes them happy. And if it can save them some money in the long term, even better.
Rose Hall: And you gotta think past the immediate goal. So problems are just hurdles on the way to the end goal. The end goal is whatever type of organization you want to be. Do you want to be the most innovative insurer? Do you want to be the greatest provider of soft drinks? Do you want to be the greatest hotel chain? What is it you want to be? And what are the obstacles in the way? And those are the things you clear to allow somebody to be the best version of whatever it is they want to be. So I’m not making your business great. I’m just taking away the obstacles that prevent you from being great on your own.
Beau Lunceford: And you’re using the innovation and technology that someone else is providing to achieve that, to accomplish that?
Rose Hall: That’s it, man.
Beau Lunceford: It’s just so simple.
Trevor Casey: It’s just cool. Like, I just really like when people step outside of traditional thinking and say, I want to go down this direction. And it sounds like you are just solving problems, making friends, and just really bringing to the industry something that we need. And that’s one of the things we love about this podcast, is highlighting all of the innovation and letting people hear what’s actually out there. Because there is so much stuff out there. And just somebody needs to know that it’s out there to be able to use it. So I think having a person like you on an advisory board or being brought into some of these companies is going to be a huge game changer for their bottom line and for the headaches that they have.
Beau Lunceford: As you’re dealing with each of these little subsections of potential clients and connections that you’re making, are you seeing any kind of trends about needs that are really showing up or innovation and technology pieces that are popping up that are going to integrate themselves into the risk management culture?
Rose Hall: Yeah, I am. And it’s a lot of point solutions. Like a lot of people are solving particular problems, but they’re not really looking at the end to end journey, if you will. And it depends on the client you’re addressing. So larger clients tend to want an end to end journey, but they don’t want it to disrupt their current infrastructure. You have to integrate with another, and you don’t want to be a point solution because then they’ve got to have 20 point solutions that work together and then integrate with their infrastructure. And now you’re just asking too much and they just throw up their hands and they go, forget it, “We’ll just build it ourselves.” So what I’m seeing is there’s fragmentation and there’s a balance. You don’t want to be a point solution that only solves this problem. So it’s just the client has to have 20 more point solutions in order to have their end to end system. But you also don’t want to be the whole thing and require the customer to change everything about the way they do business in order to get your one solution. You have to find this middle ground and it’s different for a lot of clients. It’s not a one size fits all. So a larger company may want this, a smaller company may want this, blah, blah, blah. You have to figure out as a solution provider what is the problem you’re solving. Be very true to that and for whom are you solving it and be really specific about that customer Persona. Because if you think you’re going to build this piece for a large insurer and this piece for a small insurer, you’re going to spend all day customizing and you’re never going to really be true to your product and you’re really going to kind of have nothing. So it’s this accordion thing of like how far up the value chain do we go? So I’m working with one right now who does data analytics on your submissions and then allows you to simulate, it’s called [inaudible 00:26:18]. It allows you to simulate a change in your underwriting guidelines that would improve your portfolio’s performance. And you can do that in dark mode and see what the results would be before you implement it. And then it puts it into the pre qualifier and you can implement a change in your underwriting guidelines and really predict what it’s going to do to your entire portfolio and run all your submissions through there. So you can look at everything that comes in the door instead of just 10% of what comes in the door. So there’s like these three phases. And somebody says to them, and PS, I think is a brilliant solution. But somebody says to them, all my data is in PDF so I don’t know what you’re going to do with that. And they’re like, we’re going to have to send it over somewhere and have it OCR and then blah, blah, blah. And he’s like, no, no, we can do all that because we saw the problem was just this far out of our core solution. So we extended our solution into that part of the value chain to solve that problem. So you can start extending into these little bits. But then there comes a point where you’re trying to get everything and then they’re like, “Forget it, I don’t want to change all my systems.” So that’s the trend I’m seeing. And it’s not technical, it’s not with respect to risk or insurance per se, but that’s the trend I’m seeing in the solution providers that are coming out the woodwork right now.
Trevor Casey: They’re going a mile deep and an inch wide versus an inch deep and a mile wide.
Rose Hall: And they’re over correcting when they get feedback, they’re overcorrecting and going completely the other way and then losing half of the market that they just addressed and then they’re flip flopping and so you really got to find whatever your sweet spot is for your solution and stick to it. Be true to that core value prop.
Beau Lunceford: And Rose, just through this conversation, I hope people are hearing just what an asset you are in terms of your brilliance, your knowledge, your investment. Like I’ve heard so many words today that have all been their own category of just stupid intelligence. Like, you described at least three different projects today where you’ve been talking about something so niche and so specific. But it’s very clear that you understand the innovation that’s being requested, what it is that your end user client is asking for, this is so incredible and I’m so excited to see what this is going to do for the industry, for these different companies who are going to be employing you. And hopefully after this podcast comes out, after this episode releases, you are going to see an influx of business of people who are going to be resonating with the value that you’re bringing to the table. This has just been an incredible conversation.
Trevor Casey: And I think we’re going to have to name this episode, Beau, “The Queen of Innovation”. And we’re going to have to start that in the industry that the queen of innovation, Rose Hall, is on the podcast and it’s just going to stick and ride and everyone’s going to know when they think innovation, they’re going to think RH Ventures.
Beau Lunceford: Easily done.
Rose Hall: You guys are the best. So Trevor said something a couple minutes ago that really perked my ears up. And you said you get to meet friends. And that has been the best part of my entire career, not just this moment in time. My entire career is meeting people that I vibe with that solve a problem that we both get excited about that I like to do business with friends, so I figure, why don’t I just make my business contacts, my friends.
Beau Lunceford: Yeah.
Rose Hall: It’s been fantastic. I’m so grateful for all the friendships and relationships I have in this business, and you guys are definitely part of that. So thank you.
Trevor Casey: Thank you. Me and Beau talk about this all the time, sort of like one half of each other’s brains. They’re like, when you find people that you jive with, it stops becoming work and it’s fun. And when you’re spending a Saturday out making connections, you’re working, but in reality you’re like, “Oh no, I just had a great Saturday afternoon at the farmer’s market and might have just closed a business deal.” It’s really exciting to see this industry as a whole. Most people don’t feel it’s a grind. Like, they enjoy it, they make friends, they make connections, and they’re just like walking down the street in California. Like we’ve done with Josh, our boss, and he’s just like, “Oh, hey, Josh from across the street.” And it’s some random guy that he made friends with eight years ago at a conference who’s in the same industry, and it sparks a conversation, and then all of a sudden they’re back together working on a deal. So it’s just such a unique industry, and seeing people like you just light up and get excited makes us excited for the next generation because a lot of people are phasing out as this industry is aging out. I mean, it’s an aging industry, so construction and insurance alike. But, Rose, this has been a beautiful conversation. And one of the things we always ask people before they leave is what is their inside insight? Like, what is it that drives you? What is it that keeps you going? I know you said the friends and creating innovation, but outside of that is there one driving factor?
Rose Hall: I think having the broadest influence I can have. So I went from one construction company managing risk at one Construction Company to being able to be at an insurer, where I can help a lot of different construction companies. And then I’ve broadened even further to say, now I can help the startups, the construction companies, the insurers, I think our role as we increase our expertise throughout our career is to give that back. Well, let me say it differently. Give it forward, because you can’t give it back. I have so many mentors that I love and respect, and three of them retired this year. Just my heart, and I can’t ever repay them for the things they’ve given me in my career and in friendship and everything, but I can give it forward. And so having the broader influence is not about me at all. It’s about doing something that leaves a lasting mark that someone else can continue that makes the world a better place.
Trevor Casey: I love that.
Rose Hall: Risk is something that affects everyone.
Beau Lunceford: Oh, there she is. That’s a sound bite right there. Risk is something that impacts everyone.
Trevor Casey: I just love ask that. Beau and I have started asking that question because everyone thought behind it, but at the end of the day, they’re just trying to make sure that everybody lives safer, has a happier life. It’s gonna sound so cheesy saying this, but all comes down to love. You figure it out. Like, everybody in the back end of what there has to say had something to do with that. So it’s just cool. People really have a deeper meaning to what they’re doing.
Beau Lunceford: I’ve loved this conversation. I’ve been looking forward to this conversation for so long. So before we go though, Rose, is there anything else that you want our listeners to know that you want to plug that you want to get excited about before we sign off?
Rose Hall: I can’t say that there is, but we’ve done so much. This has been great. You guys ask great questions. The conversation is fabulous. I can feel the love from here.
Beau Lunceford: Good. Oh, I’m so glad to hear that.
Rose Hall: Great.
Trevor Casey: Well, we will put all of your information in the show notes, your website, your LinkedIn, hopefully to drive some people there. If anybody has any questions, wants to learn about the innovation that Rose is involved in, feel free to reach out to her, bug her, make her feel like we brought her something. We would love to hear that. My phone is ringing off the hook with problems I have to solve. I mean, that would make us all excited, I think. Rose, thank you so much for being here. You are such a pleasure to speak with and we’re excited to see what RH Venture does this year and in the future.
Rose Hall: Thanks, Trevor. Appreciate you both.
OUTRO (34:20 – 36:58)
Trevor Casey: The queen has spoken.
Beau Lunceford: Yes, she has. Oh gosh, I just like Rose so much. She’s so easy to talk to. She has so much knowledge inside that little brain of hers, and the way that she is applying it to all these different subsets of customers and people who have the option to innovate in these cool new ways. It was mind blowing to hear all the different ways that she is making this work for her.
Trevor Casey: I love that conversation. I learned so much. There’s so much need for her in the industry, whether the industry knows they need it yet or not. But one of the things I said to you prior, I got a kick out of on that conversation is I felt like the third wheel. I was just on the back on, like, two best friends going to the movies. Hey, guys, can I dip my fries up here? Because you guys are just so perfect as far as your flow. Ying and yang. I almost felt like you guys should go make a podcast.
Beau Lunceford: Rose, I would absolutely make a podcast with you. We would have so much fun. But I will say it’s a nice little change up versus. Because I feel like most of our conversations are very heavy on. Your conversation with our guests. We’ve said this before. We’re two halves of the same brain and you’re our insurance brain. And so getting to dive into those details with those people who are working directly with claims and the real risk management of it all. It was fun and it was nice to be able to step in with a little bit more of the leadership, organizational structure, part of the brain and be like, oh, my gosh. Well, tell me how it is that you’re doing this. How is this innovation working? Tell me more about everything that you’re accomplishing.
Trevor Casey: And you continued to pull out just nuggets of information and nuggets of information. You’re like an excavator just looking for diamonds and you just kept striking them over and over and over and over again.
Beau Lunceford: Well, it helps whenever the field that you’re plowing in is already full of diamonds.
Trevor Casey: True.
Beau Lunceford: But this was so much fun. I enjoyed this so much. In case you cannot tell, Rose, thank you for being a part of this. Thank you for making the time as your business takes off to get out there and tell us about or tell everyone about what it is that your business is really doing. One of the things that you said to us afterwards was this was probably the first time you’ve gotten to really tell people, this is what I’m actually doing. This is how I’m reaching this audience and how I’m doing the work for them to make them better so that they work smarter, not harder. So we’re so excited we were able to give that platform to you. Thank you for coming on and sharing all this stuff with us. This was an absolute delight. So until next time, stay covered.
PODCAST CLOSER
Thanks for tuning in to Inside Insight presented by CR Solutions. If you like anything that you heard today, subscribe, follow and rate the show so that other industry pioneers like yourself can find it. Maybe even share it with someone you think might benefit from this episode. Do you have a question that you want answered or a concept that you need explain, you can email us at info@c-r-solutions.com with the subject line “Podcast Question”, and maybe your question, we’ll make it onto one of our episodes. You can also submit a question via our website at c-r-solutions.com/podcast. There are no dumb questions, only opportunities to learn something new. Now that’s a wrap on this episode. Join us next time on Inside Insight presented by CR Solutions. Stay covered.
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