When we talk about building a successful agency, it’s natural to focus on essentials like insurance products and vehicle sales. But at the heart of this business is more than just what we’re selling—it’s the act of selling itself. 

As agents, a lot of our work is done at the point of sale, but our role has the potential to go far beyond that moment. By working closely with dealership teams, we gain a front-row view of individual dynamics, strengths and areas for improvement. This valuable insight offers the potential to craft targeted strategies that can bring significant benefits.

Why Talent Development Should Be Your Focus

So how do we approach this unique opportunity? Of course, F&I products remain central, but what if we expanded into a less traditional yet equally impactful area—talent development? When I meet with managers I often ask, “What keeps you up at night?” Time and again, the response has something to do with the ability for team members to succeed. Dealers say, “I have the capital to grow but not the talent.” This is where our opportunity lies. By emphasizing a talent-development approach within our agencies, we become more than product providers; we become partners who deliver real value. Taking on a talent-development role allows us to make a deeper, longer-lasting impact on the dealerships we serve. 

Becoming a Chief Talent-Development Officer

While the the C-suite may feel somewhat removed from many agents, these executive roles are central to success. Personally, I like to think of myself as the chief talent-development officer for each dealership I represent. I talk in terms of “we” and “us,” because I see my role as part of the team, not just as a service provider. This “we” language underscores a partnership mentality, and that’s the goal—to make them feel like I’m a part of their mission. Someone dedicated not just to filling positions, but to matching the right people with the dealership’s mission and culture. 

Positioning ourselves as key players in talent development opens new avenues for collaboration. By supporting recruitment, training and talent retention, we become integral to the dealership’s core operations. We’re no longer simply offering F&I products; we’re strengthening the entire operation and embedding ourselves in the dealership’s culture.

How to Elevate Your Role for Long-Term Success

To put this into action, start by approaching your next dealership visit with a broader perspective. Shift the conversation beyond just product offerings and explore the bigger picture of the dealer’s business. Begin by asking insightful questions about its growth ambitions, future plans, and the primary challenges it faces. This will likely uncover some of the core obstacles impeding its progress, such as the struggle to find and retain skilled talent.

Once the talent gap is mentioned, use this as an opportunity to demonstrate your understanding of the dealer’s unique needs. Beyond sympathizing, offer a proactive solution based on your observations that addresses talent development and retention. By presenting yourself as a partner who is not only aware of the problem but also prepared with actionable solutions, you position yourself as a valuable ally in the dealer’s growth journey who is there for the long term. Show that you’re no longer just an agent—you’re a vital part of their team.

David Ibarra is a managing director for Portfolio, a provider of reinsurance and F&I programs, and a nationally recognized leadership consultant, entrepreneur, speaker and author.