Tag Archive | "Brent Allen"

StoneEagle Welcomes New CEO


DALLAS — StoneEagle announced the appointment of Cindy Allen as the company’s new CEO. Cindy will be responsible for driving the company, and innovative F&I solutions, to the next level, building on the momentum achieved by the StoneEagle team under Bobby Allen’s leadership, according to the announcement.

Since founding the company in 1987 and devoting 30 years to its management, development and growth, Bobby Allen will retain his position as chairman and focus on identifying and developing new and unique opportunities.

Brent Allen, one of StoneEagle’s founders and its long-standing COO, will offer Cindy the very best counsel and knowledge available as she drives the company forward by lending his leadership, management skills, and extensive industry relationships, and experience. Brent will maintain an active role in day to day activities of StoneEagle as its managing partner, the announcement said.

Cindy Allen brings experience in establishing new ventures, leading organizations and stimulating growth, as well as a mix of leadership, excitement, marketing expertise, technical abilities and a passion for customer experience and business growth.

Before returning to StoneEagle, Cindy served as CMO for American Express Global Business Travel, as well as CEO at GDSX Ltd., until such time it was acquired by Concur. While in the role of vice president at Concur, Cindy helped launch a new division servicing and partnering with travel management companies worldwide.

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P&A Leadership Summit Names 2016 Advisory Board


LAS VEGAS — Organizers of P&A Leadership Summit have announced the names of the advisory board members for the 2016 event, which will be held Aug. 30–31 at Paris Las Vegas.

David Trinder, president and CEO of F&I Administration Solutions, will serve as advisory board chair for the third consecutive year. He will be joined by:

  • Brent Allen, president, StoneEagle Insurance Systems
  • Jimmy Atkinson, senior vice president and COO, AUL Corp.
  • Robert H. Berger Jr., executive vice president and director of operations, Wise F&I
  • Bryan Bledsoe, president, One Guard Inspections
  • Mike Cescon, president, Old Republic Insured Automotive Services (ORIAS)
  • Bob Corbin, president and CEO, IAS
  • Troy Good, president and CEO, Dent Zone Companies Inc.
  • Kristen Gruber, president, Dealers Assurance Company (DAC)
  • Lori Hallissey, vice president of operations and customer experience, Allstate Dealer Services
  • George Krnich, vice president of claims and risk management, American Auto Guardian Inc. (AAGI)
  • Daniel Lievrouw, vice president of operations and IT, American Guardian Warranty Services Inc. (AGWS)
  • John Pappanastos, president and CEO, EFG Companies
  • Kelly Price, president, National Automotive Experts (NAE)/NWAN
  • Mitch Rand, president, C&K Auto
  • Tony Wanderon, CEO, National Auto Care

“This group includes many of the brightest minds and most effective leaders the F&I product provider and administration segment has ever seen,” Trinder said. “The work of building an agenda that reflects their expertise and the industry’s needs begins immediately.”

Registration for the event is expected to open soon. For updates and industry news, attendees are encouraged to subscribe to P&A magazine’s free enewsletter.

To inquire about sponsorship and exhibition opportunities, contact Eric Gesualdo via email hidden; JavaScript is required or at 727-612-8826.

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Going Paperless – What It Takes and How to Get There


The use of eSignatures is quickly becoming the standard MO in everything from real estate to retail purchase agreements. Those working in F&I report they hear fewer questions about the legality and enforceability of electronic signatures than ever before, as consumers’ exposure to electronic processes grows. P&A Magazine recently met with a panel of executives, who are leading the way in this digital era, to discuss the latest developments in the push to go paperless.

Daniel Lievrouw, vice president of operations and IT, American Guardian Warranty Services pointed out that eSignatures have been in use on the finance side of F&I for quite some time with notable success. “On the ‘I’ side of F&I, however, the use of eSignatures is still in its infancy. Recently some menu systems have announced initiatives they’re taking for eSignatures.”

John Jacobs, director of business development, eOriginal, Inc., presented an overview of eSignatures as defined by US law, and explained the various ways in which they are being used today. “An electronic signature is an electronic sound, symbol, or process that is attached to, or logically associated with a contract or record and is executed by someone who is intended to sign that record. The legal definition was made intentionally broad so as not to limit us in the different ways and methods in which we can capture electronic signatures from customers. It allows us be creative with how we capture an electronic signature.”

Jacobs listed numerous types of electronic signatures currently in use:

  • Text type – Typing one’s name with a keyboard or keypad. This text font is representative of the customer’s signature.
  • Drawing the signature – This can be done with a mouse, finger or a stylus on a touch screen, such as on a mobile phone or tablet.
  • Voice recording – The recording of one’s voice accepting the terms of a contract. The recording is then attached to an electronic contract creating an electronic voice signature.
  • Capturing an image of a signature­ – This can be done in many different ways.
  • Using a signing pad – This is a connected signing pad with a stylus.
  • Signing remotely – For example: a married couple makes a purchase but only one spouse can be present in the store. The other spouse can be sent an email link to a secure site where he or she can have access to the document and can provide his or her electronic signature.

There are two primary methods of capturing an electronic signature:

  • Out of the box – Utilizing the functionality and user interface of the vendor to load and present a document to the customer for the capture of their electronic signature.
  • Integrated solutions –Integrating an electronic signature into an existing application, essentially replacing the “print” button. The document is generated electronically, the data is captured and applied to the document, and then in one streamlined fashion, the document is presented to the customer for the application of their electronic signature.

Electronic signature service can be delivered as a web-based application, mobile application or embedded application. Jacobs reported there are a variety of integration options, ranging from minimal (“zero”) integration to a complete OEM embedded solution, depending on business requirements and transaction volume. There are many ways to sign electronically. An individual can apply their signature by drawing it, uploading it, using a voice recording, by typing it, or using a mouse to sign. From explanations to legislation and authentication, this group had lots to say.

Understanding eSignature Law and Compliance

A major push to eliminate paper for high value contracts is underway. Companies looking to make this transition must comply with all laws pertaining to eSignature and electronic contract management. There are steps and best practices for creating legally admissible and legally enforceable electronically signed documents. Jacobs summed up the latest legislation and the provisions within the governing laws designed to protect the consumer:

ESIGN Act and UETA

In 2000, during Clinton’s presidency, Congress enacted the Electronic Signatures in Global and National Commerce Act (ESIGN Act). Its purpose was to facilitate the use of electronic records and signatures and ensure the validity and enforceability of electronic contracting to help businesses make their processes electronic. At that time, not many companies were executing theses processes.

  • In addition to the federal ESIGN Act, all but three states have enacted the Uniform Electronic Transactions Act (UETA) allowing documents to have electronic signatures – and the other three states have enacted similar laws over which the ESIGN Act is potentially preemptive.
  • The ESIGN Act did not change the basic rules of contract law; it preserves underlying consumer protection laws and the consumer’s right to receive certain information in writing.
  • Its purpose, as set forth in Section 101(a) of the ESIGN Act, was to make it clear that a signature, contract, or other record could not be considered invalid or unenforceable just because it was done in an electronic format.
  • Under Section 101(d) and (e), however, an electronic contract could be deemed unenforceable or invalid if the electronic record was not capable of being retained and accurately reproduced for later reference.

Compliance Driven Solutions

Mortgages, auto finance and consumer lending all have special compliance requirements for implementing paperless workflows. A solution to identify an electronic signer and create an evidence trail is a necessity. “You must ensure that you are creating that trail of evidence and capturing all the right information, at all the right times in the process,” explained Jacobs. He shared the established best practices for creating legally admissible and legally enforceable electronic documents:

Authentication – In person, this could be a photo ID, such as a driver’s license. There are many things available remotely as well, such as front line authentication – name and password. It could be as granular as ID verification for someone who is accessing remotely.

Consent – This is part of the ESIGN law, which requires that an individual’s consent be captured, documenting that he or she understands the technology being accessed. Without consent, it is not a legally admissible and legally enforceable contract.

Opt-Out – Everyone must be given the option to sign on paper.

Signature with Intent – This involves being able to prove that the person who applied consent to the document actually intended to do so. There are reasonable assumptions that can be made when a customer is applying a wet signature to a paper that cannot be made in the digital world. This is typically done through the use of statements throughout the contract.

Copy Access/Distribution – Being able to show that due diligence has occurred and that the signer has been given access to copies of the contract after it has been signed.

Tamper Seal – This is a safety feature, which should happen during the process of using a digital signature to ensure the information in a document exists today just as it did the day the customer provided their signature on the document. The digital seal protects the customer data within the document and controls who has access to the data and the customer’s information post closing. This is usually done with server-side digital signatures – a central server that locks down and seals the document. If someone attempts to break in and alter the document, it will break the seal, rendering the document invalid. There will be evidence of any attempt to do this. From an auditing perspective, it should be demonstrable that the customer had the ability to review the document, knew what they were signing, and intended to sign it.

eAsset ManagementThis is another piece of the electronic process that is typically used in reference to assets with some sort of financial value.

Jacobs emphasized the importance of managing a document and protecting the customer data it contains through its life cycle. To use electronic documents, constant control over the process post-closing must be maintained, protecting access to the data. The ability to protect the data going forward must also be evidenced. A key component to this is being able to review all steps throughout the process. From an auditing point, Jacobs explained that there should be evidence that the customer had the ability to review the document, knew what they were signing and they intended to sign. The panel emphasized that ensuring each step is taken throughout the process is important, not only from a best practices standpoint, but also from a legal admissibility and legally enforceability perspective.

Consumer Demand

“Jacobs estimated that more than one million eSignatures were processed through various portals in 2014. “Dealers have the ability to sign eMenus on the iPad and Jacobs says this has had a phenomenal effect in the F&I office. “Customers would rather view a contract on the iPad than have a conversation. By using the iPad with the eSignature, we have experienced a $550 dollar lift in F&I (back-end profits) versus using a paper menu.”

Many F&I offices across the country use some sort of signing pad to capture signatures. In the past, it was about making things easier for the businesses. Our group of executives agreed; customer demand is the primary driving factor today. The customer wants to walk out of the F&I office in five minutes with their new vehicle and everything they need to protect it. The group predicted that in the future, more dealerships would take advantage of mobile solutions, allowing them to walk around the dealership, using an iPad or tablet.

“Customers today want things to be simple, quick and easy,” said Ronda Lewis, national sales director, Dealertrack. Dealertrack has offered eSignature since 2002 from a signing standpoint to contract submission. “Initially, we saw the elimination of errors. From an F&I standpoint, they can get that warranty immediately. The customer can take the car out Saturday afternoon, confident that the warranty company has already received their information and their vehicle is covered.”

“When the customer walks into the dealership,” added Jacobs, “they want it and they want it now. They want instant gratification; we have to be able to provide that to them. They want eSignatures. . . We are the ones who are a little behind the eight ball.”

Brent Allen, president, StoneEagle said all his clients are asking for it. “The customers are now this young generation and are online all day long everyday. They are ready for paperless and they want it.” But with penetration of eSignature on the actual insurance products only around 10%, Allen says they have had some clients who would rather not do it at all, simply because it is easier for them to go to one place. “The technology is there. Part of the gap is between F&I and the financial side. How do we bring them together? I know many companies are all working on a single signing ceremony that I think will be a very important piece.”

Kumar Kathinokkula, COO, F&I Administration Solutions, Inc., said he has had similar experiences with clients. He agreed with Allen, but said he believes the actual penetration percentage was even less than 10%.

Obstacles and Solutions

Brian Krasavage is the director of product management at ADP Dealer Services, a DMS provider that has used eSignatures for many years. He says from the dealers’ perspective, eSignatures are great, but what they really want is a completely digital deal – to eventually get rid of paper altogether. “This is a challenge that eSignatures alone can’t solve. Not all documents can be signed or even created electronically – the DMV is one of the biggest culprits in this regard. The goal of our eContracting system is to help dealers become entirely digital. That process entails everything from giving them the ability to create, customize and update forms, to providing an integral distribution network for the forms to get from the provider to the dealer, all the way through to the digital deal jacket – the electronic storage for archiving, saving accessibility, and of course the transmission or moving of those documents to whatever constituent needs to receive them. To enable them to go completely digital, non-digital documents can be scanned in, as can copies of driver’s licenses, insurance cards, etc. This helps reduce the overhead in the F&I office and improves the customer’s experience.”

Krasavage said ADP recently began piloting a new signing process, which is an improvement from their current hybrid of digital and paper. The new process no longer requires that papers are printed and is designed to be hardware independent. “Today, the solution requires the F&I manager to print the documents and then dance between paper and digital – it uses a signature pad and the customer doesn’t actually see their signature on the document until everything is printed out. Internally, we call the new system ‘see what you sign.’ The electronic document is shown on the display of whatever device they are using at the dealership. The difference is the customer can actually see their signature on the screen after they have applied it either with their finger or a stylus, instead of having to wait to see it on a printed copy.”

Some dealers are looking to a dual monitor solution; so one monitor faces the customer. Using iPads or tablets also allows dealers to change their process. Some dealers are experimenting with F&I selling outside of the F&I office – doing more with the sales person in the front area of the dealership, in order to reduce the amount of time the customer has to spend in the F&I office.

Lewis said everyone has a fear of change. “Just getting dealers and lenders ready for eSignatures was a challenge. We are trying to get away from the tethered signing pad so you can be mobile throughout the dealership. The signing pad is just another piece of equipment that could break. Doing an eContract versus a regular deal is much simpler, but it still involves a training process within the dealership. We have to ensure that we are able to deliver that digital deal jacket to the aftermarket provider and the lender in real time, so the customer has the best overall experience. The consumers are ready; we’ve just got to be sure we can provide the tools for them.”

In addition to most DMVs lagging behind in the race to become paperless, there are also a number of banks that are not yet equipped to take the plunge. Lewis says these are two of the biggest challenges. “It will require effort for legislation to be approved that will allow us to move forward with this.” She said she could personally imagine one day being able to do an entire traction online without a customer even stepping foot in a dealership, with the car delivered directly to the customer’s home.

On the administration side, Allen said the improvement in efficiency is huge when it comes to electronic processes. “If you are still getting paper, think about all the people needed to process everything. There are companies that are having record months and they are out having to hire for this reason. The idea of making things as electronic and electronically consumable as possible means better efficiencies. Admin companies can bring in more business without having to grow their staff.”

Krasavage brought up the complexities and processes that have been built around paper. “If you go to some captive lenders, they have large rooms with tables set up and their day starts when the Fed Ex truck rolls up. They will have to reengineer their processes. There is some IT development involved, but many of us offer services that can make that easy for them, so I don’t think that is a real obstacle.” He says the biggest challenge is adjusting business processes, “Instead of having someone meet that Fed Ex truck, they need someone who knows know how to get into the systems that are used to build paperless business processes.”

The lack of standardization in dealers’ digital forms requires an inordinate time investment to initially establish electronic processes. “This is one of the barriers in the adoption of eSignatures,” Krasavage explained, “When we move a dealer over to digital contracting, we spend around 85% of our time on the dealer’s site dealing with forms. . . There is no standardization in the design of forms amongst companies.”

Authentication

“There are a million transactions in dealerships that are signed electronically in a face-to-face setting,” says Jacobs, “and probably a hundred times in remote transactions.” The typical method for which documents are executed remotely includes an email invitation with a link to a secure online portal. This could be hosted by a vendor or it could be on the company’s website, and could be accessed through a phone, PC or tablet. Authentication is very important.

Jacobs listed several methods to reasonably authenticate signers when they are not available to sign face-to face. Front line authentication is a user name and password – something that is unique to the signer and the transaction that they are about to access. In many cases, the password could be provided verbally, via the telephone or in person. It could also be sent via text to the signer’s cell phone. This is referred to as multi-factor authentication process. “So in order for you to have access to the transaction, not only did you have to login to have access to the email I sent, you also have to have access to the mobile device that I am sending the text to. It can all get very granular,” explained Jacobs.

In financial services, identification verification tools are used to put someone through additional exams to further authenticate them. They utilize out of wallet questions – meaning the data requested is not available easily to anyone outside the user, and is not likely to be found in that person’s wallet. Questions such as “Which of these zip codes did you live in in 1988?” or “Which of these three mortgage companies do you currently have a mortgage with?” are typical out of wallet questions.

Some companies offer options for providing an online signature. Others prefer consistency so they limit the options. In most cases when a customer signs remotely, once they have been driven to the online portal, the process takes around two-minutes. They review the document, apply their online signature (using a finger or a keypad to type it in), then they close the portal and the transaction is done.

Lewis pointed out that credit applications have used electronic signatures for quite some time. She recommended ensuring that the dealers you work with have an identity theft program, and a compliance solution – and then take the time to review them. “They can provide signed forms stating that they have everything in place and are doing their due diligence verifying consumers are who they say they are.” Taking the time to ensure this, as well as other security measures are in place and fully functioning is now a foundational part of the electronic process that is quickly becoming the norm.

Kathinokkula, said if questions arise about electronically signed documents, typically they are not asking if the customer signed, rather they are asking about the content of the document itself. This is why providers must have the ability to produce the document after the sale. He emphasized that whatever technology is being used, it needs to be supported by the administration company.

The Cost of eContracting 

There are many benefits in using digital documents, but the transition to electronic processes comes with a cost. However, the reduction in administration costs that typically follow a volume increase can help pay for the electronic process.

Allen pointed out the significant value and expense involved with an electronic delivery. “It may be per contract or per rooftop, but there is going to be an expense for the process. There is no doubt about that. The problem is, as TPAs, you can’t absorb the cost, so you end up adding X number of dollars to the price of your agreement in order to cover the cost. So in reality, the customer is actually paying. This makes your product a little bit more expensive than the next guy’s. I think the processes and reduced manpower that will be the result of eContracting are what we need to look at. Will the savings in these areas be enough to cover the cost? Probably not, but if we can make a dent in it, it will help. The cost of electronic delivery is inevitable – it just needs to be made palatable.”

Lewis said the real issue is not the cost for eSignatures, but is the cost to build out all the required forms. “Every time there is a change, there are entries involved that have to be redone.”

“Many of our dealers are getting more demanding with anything that is going to make it a better consumer process,” Lewis continued, “Essentially customer satisfaction, CSI, drives a lot of it. If you haven’t already seen this, I think you will in the future. When things are electronic, customer satisfaction goes up. I have heard more than once, ‘If you aren’t willing to do things electronically, then there are other providers that we can sell.’”

Lewis said the timing of moving forward with eSignatures depends on the partnerships between F&I providers, technology vendors, and dealers. “Working together and creating all the steps and processes, as well as getting buy in, all need to happen. As far as the technology goes, everyone agrees; we’re already there.”

“On the admin side,” Allen noted, “I think we are pretty much there. We are doing everything we can to help the pieces come together. A lot of us are just waiting on the dealer and the state.”

“For eSignatures to become more widespread, it is going to take connectivity in all directions,” concluded Lievrouw, “Ultimately, it is up to those whose systems have integration with third parties and lending institutions to move the process forward. The rest of us (third party administrators) are participants.”

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An Interview with Brent Allen


Recently, AE Magazine sat down with Brent Allen, president of StoneEagle Insurance Systems to learn more about the companies he runs, how they got started and their plans for the future. Allen also shared his insights on issues likely to impact the industry landscape in the near future and a little about what makes the man behind the company. Read on and hear, directly from him, all about what StoneEagle has achieved since he began running the company and what he has in store for them.

1. Tell me a little bit about your company and its place in the industry?

There are three StoneEagle companies that have offerings in the auto industry: StoneEagle Insurance Systems is our original company. It provides administration software for all types of aftermarket products offered through banks, credit unions, insurance companies and auto dealers. That includes everything from credit life insurance to complicated vehicle service contracts to all ancillary products. We spent the last few years completely re-engineering our contract administration system. It is using the latest .net technology, object oriented design and web service accessibility.

StoneEagle.com was our second company. It was started to create browser based interfaces to our administration systems in the ‘90s. We quickly became experts in data acquisition from all types of dealer management systems in the US. We applied the automation of data extraction to dealer performance analytics and created SEcureMetrics, our core product. Other products include a service drive analytics tool called SEcureMetrics Service, and our new menu SEcureMenu.

StoneEagle Services, our third company, owns a subsidiary called VPay. VPay is the original Virtual Credit Card payment vendor in our industry. We stumbled onto the idea in 1999 while working with an OEM. The virtual card allows your administration system to send a payment to a repair facility using a fixed value credit card. We can track all transactions on the card from payment request to final settlement and provide reconciliation files that will allow an administrator to electronically balance payments with their claims systems.

2. Are there any recent or future developments within your company that you would like to tell us about?

Our most recent developments include SEcureMenu, SEcureMetrics Service and our new administration system.

SEcureMenu is focused on simplicity, accuracy and compliance. It is in beta as I write this, and should be fully deployed in December. In 2001 we built one of the first electronic menus. As part of that build we employed our “data pull” technology to the idea of pulling a deal from a DMS dynamically. After creating this functionality, we found that many other companies had the need for this type of process. Eventually we abandoned our own menu because we found ourselves competing with a growing menu segment that wanted us to pull deals for their menus or similar products.

As “certified” requirements have been implemented and enforced by DMS providers over the past few years, we have found that niche to be a dead end. We knew for a long time that a menu offering would complement our other products, but only recently have we felt that we could enter that segment without competing with our own clients. With this cornerstone piece of technology, we will have a unique offering in the industry. We can offer not only the menu, reporting, and data transmission, but also the administration system that is the system of record for the products being displayed, sold, reported on, and transmitted.

SEcureMetrics Service is a “back end” reporting tool. It is intended to allow dealers to monitor service writer performance, track most common and most profitable operations, track incentive programs like oil change marketing, and then give the dealer metrics on upsell for those programs, as well as many other reports.

Our product administration system, SEcureARCH is completely new from the ground up. We realized that even though our original systems had more functionality than our competitors, there was a “perception of technology” associated with newer platforms and “web based” or “point and click” solutions. We used the intellectual property we have gained from 25 years of writing systems and applied it to the latest applications of technology, including sequel server, object oriented, and web service oriented architecture. It is a web based solution that can be run from our location, your location, or in a cloud environment. We recognized years ago that administration companies are quite different in need and ideas, and wanted choices on how they could run their business, including whether or not they wanted to own or lease their software. We provide both options. This system is fully functional today, and has gained quite a bit of attention over the last couple of years.

StoneEagle is the only technology provider in this industry that can provide a partner company with menu, reporting, rating, forms generation, data transmittal and payment solutions under one roof.

3. How did you get started? What caused you to choose this career path?

StoneEagle was incorporated in 1987 by my father Buz Allen and my brother Bobby Allen. I joined the company at 20 years old in 1990 to help work on our service contract administration system with my brother Blair, which at that time had a single client, but two in contracting. I was working on a Major in Business at night, and programming during the day. In 1992 we re-engineered our system to be year 2000 compliant. In 1993 the business really took off and spawned our StoneEagle.com company mentioned above.

I didn’t really choose this path. It was the only path in front of me at the time and like many family owned “boot strap” companies, I was just too busy to consider that there may be another option. I liked the people I was working with, and liked solving industry problems. Over the years I have played many roles in all three of our companies.

4. Tell us about your family and the role they have played in your success.

I can never quite put into words how proud and passionate I am about my wife, Cindy. We have been married 21 years this November. She is brilliant, beautiful, talented, and has never met a stranger. Her charisma is and was no doubt cultivated by being a pastor’s kid and a gifted vocal performer. She loves to be on stage for any type of speaking engagement and she is terrific at it. Just ask anyone who has had to perform right after her.

I have two daughters, Alexis, age 20, and Andrea, age 17. Alexis is a junior at Oklahoma State University, majoring in business and marketing, while waiting tables at Buffalo Wild Wings. She is aggressive and motivated like her mother. I cannot wait to see what she does with her opportunities. Like me, she too loves cars and owns a 1970 BMW 2002, which she takes to car shows as often as her schedule allows. Andrea is a senior in high school and is the complete opposite of her older sister. Incredibly artistic, she paints, draws, and sculpts in almost any medium. She plays acoustic and electric guitars as well as the piano, and she is the vocalist for the school guitar club.

5. What do you like to do on your days off? What activities or sports are you passionate about?

My number one priority is certainly my wife and daughters. Taking care of my 17-year-old and going to the university to see my oldest takes quite a bit of time these days. There is not much left for anything else.

I have always been very interested in and involved with automobiles. Some would say I am a true “gear head.” It’s fortuitous that I just happened to land in an industry so passionate about cars. I’m embarrassed to say how many cars I have owned, but they have ranged from my first “souped up” 74 VW Beetle, to a small block V8 powered Miata, to a 2014 Shelby GT500. I truly enjoy going to car shows and taking road trips.

I ran track and played soccer until I was 29, at which time my knees decided that the rest of my body should give up. I have season tickets to the Oklahoma State Cowboys where my daughter is in school, and I enjoy the entire football season. Otherwise, I am consumed with work and trying to stay healthy and fit.

6. What are the biggest issues you see facing the industry today and in the future?

The issues I am closest to revolve around an administration company trying to provide products to its dealer customers . . . and there are many.

Automation – The cost of doing business for TPA’s continues to climb. As administrative costs increase, the TPA is forced to either increase costs or reduce expense. Of course increased cost means reduced competitive advantage. Automating the way business is conducted is definitely the direction most companies are moving. There are a few ways they are working on this today. We see so many TPA’s working with more and more menu companies in the dealerships. Proper integration with menus allows the TPA to deliver rates electronically, reducing cost of paper booklets and increasing the accuracy and timeliness of rate changes. Menus also allow the delivery of up to date forms to the dealer.

e-Contracting – As with rates and forms, electronic signatures are a way to reduce the amount of paper being passed back and forth from dealer to administrator. A true electronic jacket means a dealer will require less printer and paper costs as well as physical storage. This flows straight over to the admin company. They too will require less physical storage as well as fewer personnel to handle the paper, scan documents, and process the business.

Integration – I alluded to this before. Integration to the DMS has become popular and will eventually become critical to compete. In today’s environment, menu technology or any technology requiring deal data to be pulled from a DMS is expected to be fast and reliable. Integration also extends to the other technologies above which mean the movement of rates, forms and electronic signatures to and from the DMS and the administration company.

Cost – Everything I have discussed here comes at a price: new admin systems, menus, reporting, integration, electronic signatures. It is unclear which entity will bear the cost of these new technologies, but I think all will agree that ultimately it will be the customer. I think the only real break in all of this is the hope that the efficiencies found in electronic movement of data, the elimination of paper, and the ability to scale business without adding more personnel, will result in some reduction in the overall price increase to the customer.

Electronic Forms in the DMS – There are many players in the industry trying to find a way to own the e-signature process. Menu providers, finance sources, rate aggregators, and of course DMS providers. The problem is quite complicated. The financial documents belong to the bank or financer, the rates and forms for insurance products belong to the administrator or the insurer, but the truth is, the dealer will not begin to take advantage of all of this new technology unless it makes his life easier, faster, more efficient and more profitable. An F&I manager will not eSign two documents then print and wet sign five. He will just print them all. As technology providers, we need to figure out how to work together to make sure all the documents can land in one location. That location is most logically the DMS which the dealer considers home. Pushing the documents there and retrieving them for the proper owner is a challenge we are all working to solve. With the reasonable help of the DMS providers, we can take this industry into the 20th century, maybe eventually the 21st.

7. What advice would you give to someone new to this industry?

This seems like a huge industry, but in fact, it’s very small. You will almost certainly do business with the same people more than once, so don’t burn any bridges. There are really no huge short term gains. Like most things in life, if it seems too good to be true. . . it probably is. Bolster up your moral character and ethics and do good business. Offer best-in-class products and services. Don’t promise something you don’t have; it will eventually come back to bite you.

Technology is becoming more and more important in the sales process, so be careful to pick partners that have experience providing long term solutions that have a proven track record. Be sure you can do the core business extremely well, with scalable repeatable processes, before you stretch out into the fringe offerings.

There are many things you will need in your sales bag that you know the customer will never use, but they still want to know you can offer it. Anything from niche ancillary products, to service drive VSC sales tools, to credit card offerings for those who can’t get financing. So don’t focus too much effort on those items, but again, get the basics down brilliantly.

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To Cover or Not To Cover – The Future of Vehicle Technology


In 1939, vehicle buyers were offered the option to upgrade their new vehicle to the first available fully automatic, mass produced transmission – the Oldsmobile Hydra-Matic Drive. The option cost buyers a whopping $57. Today, technology has increased by leaps and bounds, opening the door to a new era of vehicles that no one could have dreamed of in 1939. Features in automobiles that were once the makings of science fiction will soon become the norm as automobile manufacturers rapidly take the role of leader in innovative technology. And service contract providers should no doubt begin to think about how to adapt coverage to account for the increasing role technology will play in tomorrow’s vehicles.

The days of the automotive industry “borrowing” established technology from other industries could well be coming to an end. In-vehicle technology is seen as the newest path for automakers to separate themselves from the pack and the technology requirements to deliver to it are not necessarily available from other industries. The 2014 Detroit Auto Show was brimming with technology-laden vehicles. Consumers who have become tethered to their smart phones now demand vehicles with the ability to keep them connected to their digital lifestyle, and this consumer demand for technology is expected to continue driving automotive innovation. A study by consulting firm, Accenture showed that in-vehicle technology is the top selling point for 39% of car buyers today.

Tony Wanderon, CEO, National Auto Care (NAC) recalls the days when picking out a new paint color was one of the most exciting things about buying a new car. “Now, it’s completely different. Cars have so many new telematics from just a few years ago, its hard to keep up with all the new features technology offers.”

Many companies plan on including their newest and best technology on smaller, less expensive models that are more affordable to younger generations. Ford has embraced this line of thinking and already offers lane assist, rear view cameras, Sync and blind spot detection on the Focus. Other companies are also showcasing big technology on more affordable models, with back up cameras, Bluetooth technology, parking assist and automated braking now being offered on many lower-end models.

National Automotive Experts’ Vice President, David Neuenschwander, says the younger generation is not only technology savvy, they are technology spoiled. “It is all cool stuff – all the things that will change and emerge in vehicle technology. The futuristic components and abilities will help us all from a retail standpoint, but how do we mitigate or control from a pricing standpoint what those losses will look like? Maybe for the first time, it will put service contract providers in an uncomfortable position.”

As recently as 40 years ago, electronic controls were practically unheard of. In the early 90’s electronics accounted for about 15% of the cost of a vehicle. Today, the cost of software and electronics in vehicles is fast approaching half of the cost of the vehicle itself. Some estimate the cost is already as high as 40% in luxury models. At the same time, many auto manufacturers are now looking to the annual Vegas Consumer Electronics Show as one of the most important shows in the auto industry, as connected cars become the hottest cars that dealerships have to offer and software development for vehicles continues to move at warp speed.

Accounting for the Increase in “Connectedness”

There are few things in new vehicles that are not managed by Electronic Control Units (ECUs). For example, ECUs currently manage systems such as the drivetrain, brakes, and entertainment system. Even low-end vehicles have between 30 to 50 ECUs and high-end, newer cars have close to 100 million lines of software code. The steering was among the last component to be taken over digitally, now that it is frequently supplemented with driver-assist systems. In many cars, the parking brake may, in fact, be the last component that remains solely under manual control in today’s vehicles.

The increasing level of complexity in vehicle technology brings with it issues of reliability – studies have shown that manufacturer warranty costs are highly correlated with the cost of the vehicle’s electronics and software. We may see VSCs adapting for this as well. And since much of the technology is difficult and costly to repair, it is typically cheaper to replace malfunctioning components rather than repair them. In addition, vehicles damaged in a collision may be more likely to be declared a total loss due to the cost of the embedded technology.

“As technology continues to advance,” says Brent Allen, president and COO, StoneEagle.com, “it is going to be more expensive, so you will definitely see costs of VSCs changing as actuaries have to start taking into account the different new electronics on vehicles. I don’t even know if there are VSCs for a car like a Tesla. It is such new technology, I am not sure if actuaries even have enough information to know how to price coverage.”

Renowned researcher, IHS Automotive, predicts that the number of cars connected to the Internet worldwide will reach 152 million by 2020 – about six times the current number of connected cars today. British consulting firm, Machina Research predicts 90 percent of cars will be connected to the Internet by 2020. Many see cars becoming just another device connected by the “Internet of Things” (IoT). The IoT represents the future of connected technology embedded into everyday objects, from your car to kitchen appliances, street lamps, cell phones, medical equipment, your wallet – the list goes on and on.

So how can technology be accounted for by warranty companies when significant advances are happing so quickly? Neuenschwander, says simply that warranty companies can’t account for it. The advancements in automotive technology are putting warranty companies in a new position and time is going to be a luxury they don’t have. “Historically, we have leveraged what the manufacturers have done, from a cost and a durability standpoint, looking at underwriting tables and results. We have had at least three years on a manufacturers warranty in the past. But in the future, with people trading in cars more frequently and with lower miles, I don’t think the service contract industry will have that window of time to study and get comfortable with that emergent technology anymore. I think that in some cases, we are going to be on the hook for providing coverage and pricing for it within the year – which is not a position we have ever been faced with. “[The technology advances] are all very positive but not something we are accustomed to.”

“Our business has typically been viewed as consistent,” Wanderon noted, “but today, I think it is the riskiest it has been in some time because we don’t know what technology is going to be like in the future, and so we will have to play catch up.”

Augmented Reality

The Blurring of Virtual and Physical Worlds

Many automotive suppliers’ top focus is now software engineering and integration. Some high-end manufacturers have plans to offer future telematics options that will increase vehicle cost by $10,000 or more. Many expect to see great innovation in the future for touch screens. The current technology in many models is not up to speed with that of hand held devices, and is expected to become much more intuitive in future models.

Before the advent of the windshield, early motorists relied on driving goggles. As the windshield itself now evolves, tomorrow’s drivers might be giving up their dashboard displays altogether and instead, relying on heads up displays projected right onto their windshield. Interior controls utilizing knobs and buttons are likely to become a thing of the past, as manufacturers develop controls that rely on gestures and eye movements. In addition, future heads up displays will utilize a combination of reality and virtual reality to project navigation, warnings and other vital information to drivers. By projecting larger, colorful displays onto the windshield, drivers will be able to readily access a variety of information without ever having to take their eyes off the road.

Land Rover is exploring the world of augmented reality in vehicles with what they are calling a “virtual windscreen” and “transparent bonnet.” They hope to provide drivers with an interactive, virtual image on the car’s head-up display that uses the entire windshield – making driving similar to playing a video game. The windshield display concept would feature virtual lanes and drivers would be able to navigate around virtual cones – something that could be useful in driver-training courses. It would also allow them to project virtual cars that the driver could race – clearly not a technology that is applicable outside of the racing industry. The transparent bonnet (or hood) concept utilizes wide angle cameras in the car’s grill and will then project the image on the windscreen so that the hood appears semi-transparent to the driver, allowing them to see not only what is underneath the vehicle, but the angle of the front wheels. For now, however, the transparent hood and virtual windscreen are still concepts with no launch date predicted.

The growing debate on whether or not technology reduces or adds to driver distraction may require that the driver utilize much of the new technology before driving. Steve Amos, president, Gulf States Financial Services (GSFS), likens it to a preflight checklist. “Before you even start driving you have to check so many things – have you got your iPod plugged in, your seatbelt on, trip odometer set, and so forth. Pretty soon manufacturers are going to need a checklist that displays a listing of all the driver’s options. When you enter the vehicle, the car could notify you to press a button if you want the car to preset all of your preferences for you. So when you get in, all you have to do is press the default button and it highlights and engages all of your preferences, instead of having to go in and select each and every one of them every time.”

Similar to the iPhone’s Siri, more vehicles in the future will be equipped with voice recognition, that allows the driver to operate controls hands-free, and the voice recognition which has not been the best is expected to improve. Earlier this year, Apple announced that their new CarPlay technology will enable drivers use their iPhone in their vehicle with voice commands or steering-wheel buttons. CarPlay will be seen on a number of models this year and dozens of other manufacturers have committed to offering it in the coming years.

The Driverless Vehicle

Various types of emergent self-driving technology are expected to become more widespread, such as crash avoidance, parking assist, lane monitoring, etc … While the self-driving technology takes over, typically for under ten seconds – it must incorporate significant information about the vehicle’s surroundings to operate safely and effectively and use artificial intelligence to process the information. Sensors, lasers, cameras, lidar (used to calculate distances between the vehicle and other vehicles and objects) and radar systems are all important pieces in the successful autonomous functioning capability – regardless of the degree of their autonomy.

Audi’s first automated car had Tampa highways closed briefly for its maiden test-drive in July. Audi also showed off its self-driving technology at the 2014 Consumer Electronic Show, demonstrating cars that could park themselves without a driver behind the wheel at all. Honda has their own driverless valet technology in the works, utilizing wi-fi enabled cars that communicate with strategically placed mirrors in a parking garage. With both manufacturers, the driver is able to exit the vehicle and with the touch of a button on their smart phone, have their own driverless valet service.

Long before driverless vehicles become legal and available to the general public, assisted-driving features will continue to grow in prominence, laying the foundation for future self-driving vehicles. Driver-assist technology that can take over navigation in stop-and-go traffic is one such technology in the works. Audi is currently developing a driver-assist technology that can take over the vehicle in an emergency to prevent a crash in everyday traffic conditions. Audi currently offers an assisted cruise control with the ability to regulate the vehicle’s speed, considering the speed and distance of the vehicle ahead. This technology functions at speeds up to 155 mph. Mercedes is offering Intelligent Drive, a safety and technology assistance package that utilizes 36 separate technologies, including traffic-jam assist – a feature that allows the car to steer, drive and accelerate autonomously as long as the car does not exceed 37 mph. Lexus and Infinity have similar futuristic technologies in the works. In fact, almost all car manufacturers are working to develop and incorporate their own form of automated-driving technology.

With such advances appearing in new models, providers may be hard pressed to stay on top of the technology. “With some of the new technologies,” says Neuenschwander, “if we don’t keep our eye on that ball, then all of us – the whole industry – is going to find itself in an upside-down financial position.”

The Real Cost of Technology

Are automotive manufacturers going to follow in the footsteps of the early 1990’s PC industry and overlook security until high profile attacks occur? As the connectivity in vehicles increases, so does their vulnerability. All of the systems monitored or operated through the use of computers present a channel for malicious vehicle compromise. Conveniences in today’s luxury vehicles such as automated parallel parking, Bluetooth, wireless hotspots, digital tire pressure readings, keyless entry, RFID car keys, satellite or digital radio, GPS, and digital media ports all present vulnerability. The advances the industry is making in the name of safety and convenience could come at the cost of relinquishing some degree of privacy and control, and increasing vulnerability.

Even an automobile’s media system can be used to access various internal networks within a vehicle. A vehicle’s audio system, for example, could be compromised through the upload of firmware using a doctored CD. This would then allow someone to maliciously take remote control of the vehicle’s telematics. The perpetrator could then do many things including, for example, extract the vehicle’s location and use the vehicle’s Bluetooth speakers to listen in to on-board conversations.

Allen thinks this could be a real issue in the future. “Its one of the things I find most alarming. There is no question – it is going to happen and it really bothers me. Thieves could hack into a system and use the technology to locate very specific kinds of cars to steal. There is so much GPS technology now in our cars, that there is bound to be that criminal element that figures out how to use it for their advantage.” He could therefore imagine future F&I products that offer some type of digital encryption coupled with a specialized GAP policy for theft.

Some developers of technology are also looking to redundancy to prevent the failure of one system from leading to the failure of others. By offering more than one separate, independent means of operation, technology researchers and developers hope to prevent disasters resulting from system failures. The use of redundancy will likely be critical in preventing disastrous failures, but may also be an effective strategy for protecting systems such as braking, which are more prone to deliberate attack by hackers.

A joint research paper between University of California and the University of Washington titled, Comprehensive Experimental Analyses of Automotive Attack Surfaces, was the among the first to consider “the full external attack surface of the contemporary automobile.” They characterized threat models and experimentally demonstrated the practicality of remote threats, remote control, and remote data exfiltration. Their research is intended to be eye opening to the industry – exposing how easily vehicles can be hacked and the researchers aimed to provide direction on how to “better secure the automotive platform in the future.” Whether the reality of this type of research sinks in or not is yet to be determined.

Government Push for Safety Technology

The federal government has historically been a driving force, pushing manufacturers to add the newest and most advanced vehicle safety features as they did by requiring air bags and seatbelts. Technology itself is now at the top of their agenda. The back up camera will be required in all new vehicles in 2016 and they say mandating V2V (Vehicle 2 Vehicle) technology will be next. Vehicles equipped with V2V devices emit a short-range signal ten times per second and also look for signals being emitted from other vehicles. The information would be used to alert drivers of potential hazards.Eight major automotive manufacturers provided support for a joint research study between theUniversity of Michigan Transportation Research Institute and the U.S. Department of Transportation. The study involved around 3000 cars, trucks and busses fitted with V2V technology.Vehicle-to-infrastructure (V2I) technology is also being explored. This would expand vehicle communication by allowing vehicles equipped with the technology to communicate with stoplights and road signs, and provide real time information on traffic as well as offering detours to avoid congestion. The National Highway Traffic Safety Administration (NHTSA) predicts that the V2V technology could reduce up to 80% of vehicle crashes. Once required on new vehicles, the same technology could be retrofitted on older models and even into cell phones, which would also enable vehicles to detect pedestrians.

In July, President Obama spoke at the Turner-Fairbank Highway Research Center in McLean, Virginia on the importance of investing in new vehicle technology that will make driving smarter and safer. But as the government pushes for V2V and also tighter requirements on fuel efficiency, concerns are being raised about the cost of compliance.

V2V technology is expected to add weight and increase the cost of vehicles. The Detroit News reported that by 2025, V2V technology could increase the cost of a new car by $3,000. The extra weight is also a concern for manufacturers who are already exploring the use of alternatives to steel, such as aluminum and magnesium, to meet the demand for increased fuel efficiency. NADA says that the 54.5-mpg standard that the White House is pushing for could add $5,000 to new 2025 model prices.

Future Technology and F&I

Neuenschwander says he could “absolutely imagine” a package that would be priced separately or as a surcharge to cover new technology in vehicles in the future – service that is afforded separately, based on whatever the technology is, at least early on. “This would save many companies a lot of trouble with changing terms and coverage quickly. For years, it took four to five years before there were enough significant changes in vehicles to prompt changes on a service contract. I don’t think we will see that length of cycle going forward.”

The technology in cars isn’t the only thing growing and evolving in the industry; the way people are buying cars is also changing with technology. As online buyers increase in number, so does the difficulty for the F&I office to deliver effective presentations to online customers. Allen thinks the offerings of future technology will extend beyond the vehicle itself and offer the solution for presenting and selling F&I products to online customers. “I’d like the dealer to come out to my house, sit down in my living room with an iPad, sign all the paperwork, bring the keys, and give their F&I pitch. When they bring the car, they would have the opportunity to present service contracts and other F&I products in a comfortable environment, just as they would have done in the dealership.” Allen says that companies are already working to create a seamless interface and use eSignatures that would allow for the whole sales transaction to take place anywhere, just using a mobile device.

What Car Enthusiasts are Excited About

Allen sayshe is most excited about seeing technologies come into play that make cars more fuel efficient AND more fun to drive. He is least excited about the possibility of increased automation taking the driver’s experience out of the car. “Because my bend is towards performance, when you take performance out of the car, it becomes boring. A certain amount of technology is a great thing, but too much can be a bad thing. Drive-by-wire throttles and steering have a tendency to make the car feel less engaged and I’m not in love with that type of experience.”

Amos also looks forward to high performance vehicles becoming more fuel-efficient.

As a part time racecar instructor, he says racecars have already mastered this through the use of hybrid technology with gas-powered motors. “In terms of top speed, power, torque, and fuel economy, the technology is here, but you are not seeing it except on the big, highly budgeted, factory-backed race cars – and this is pretty unaffordable even to most racers. But it is out there, and they are winning races with it. Electric cars have this now – tons of power as soon as you turn them on, but they just don’t go very far… and they don’t make that good engine sound yet!”

As far as vehicles outside the racing arena, Amos thinks the coolest new offering is the back up camera. He says this is a technology that he has really come to rely on, as it improves safety and is a big help when backing out of a parking place when the driver’s view is obstructed.

Wanderon is most looking forward to future technology lending itself to remote repairs, similar to the way your cable TV company can remotely update your cable box. “Not having to take your vehicle in for service would be a huge benefit. If they could do off-site repairs or updates electronically it would eliminate the need to take your car in for service as often. This could also be a way to handle certain vehicle recalls – remedying a problem by updating or repairing software remotely. It would save a lot of time and inconvenience for everyone.”

With so many leading edge technologies already available, Neuenschwander says today’s luxury cars have the technology to keep drivers safer than ever before. “Some luxury cars pretty much won’t let you get in an accident with their adaptive cruise control, lane change monitoring and automatic braking technology. The technology can cause a car to stop itself before it hits something.”

Despite the uncertainty the technology may cause underwriters, everyone seems quite excited about the automotive advances that the future holds. Cars are expected to advance more during the next 20 years than they have since they were invented, and Amos expects that could occur even sooner. “It is an exciting time to be around cars and be in this industry,” says Amos, “and it is only going to get better!”

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P&A Leadership Summit 2014


The P&A Leadership Summit will return to the Paris Las Vegas Hotel, September 8–10, 2014. This will be the second year for the conference, since it grew out of the former VSCAC conference.

Designed for F&I administrators, senior managers, and anyone involved in the administration of F&I products, the show promises a broad offering of topics this year. Attendees can look forward to the show getting back to the roots of why it was first established – giving professionals a forum to discuss every aspect of F&I product administration and the issues that surround them.

The advisory board is on its way to being finalized and will be comprised of some of the industry’s most knowledgeable experts. David Trinder, CEO of F&I Administration Solutions will be chairing the board. The committee will be comprised of ten members. Confirmed to date are Mary A. Gant, senior vice president, Old Republic Insured Automotive Services, Inc.; Lori Hallissey,
 vice president operations and customer experience, Allstate Dealer Services; Dan Lievrouw, vice president of operations and IT, American Guardian Warranty Services, Inc.; George Krnich, vice president, claims & risk management, American Auto Guardian Inc.; Russell Ridley, director, information technology, Gulf States Financial Services Group; Brent Allen, president of StoneEagle; Marc Coulter, owner, M.C.I Inspections; and Mitch Rand, president, Warranty Inspection Services.

What can attendees look forward to this year? While planning is still in the early stages, the advisory board is excited at the prospect of developing sessions that will cover administration from top to bottom. Topics from evaluating the effectiveness and efficiency of claims departments and call centers, to sessions on parts sourcing, inspections and much more are on the table with the goal of providing a complete picture of the state of today’s F&I product segment.

“I’m looking forward to working with our cumulative client base to find timely and pertinent topics for the conference,” commented Allen, “It is our hope that attendees will walk away feeling that they found great value, and that their time was well spent.”

Trinder said, “We want the summit to be a forum to discuss the core issues around managing costs and driving revenue in F&I. We are pleased at the level of industry knowledge and expertise represented by the board. There are so many industry experts who have agreed to serve on the board. With such a wealth of experience between them, I am really excited about getting started planning a fantastic show this year.”

Rand noted, “The importance of what happens after a service contract is sold and a customer claim has been filed should be a higher priority at the P&A Summit. I’m very excited to start talking about how alternative part providers and inspection companies play an important role in customer retention and overall customer satisfaction in our industry. Combine this with the advanced technology and information that we can make available to our clients, and I’m confident we will have some very important discussions.”

Gant, who formerly served on the advisory board for the Vehicle Service Contracts Administrators Conference (VSCAC) said she is looking forward to the P&A leadership summit and being a part of the planning. “It is a great place to network with other professionals on current topics that affect our industry,” commented Gant. She brings a unique understanding of the underwriting process as well as a seasoned perspective of accounting and administrative issues to the advisory board. She expects for the session topics to address the most relevant issues present in the industry today.

“As a committee,” said Krnich, “we want to provide a comprehensive overview of topics applicable to administrative challenges in F&I. We will be looking at sessions that focus on evaluating the effectiveness of your claims department. We will also discuss customer service skills, communication skills and call center efficiency as planning gets underway. It will be interesting to see what other aspects of the industry arise once we start discussions.”

Lievrouw agreed and added, “I am looking forward to talking about customer service and claims handling service level standards.”

“I am excited and honored to be on the board this year,” says Coulter, “The warranty companies’ are asking for consistency and the only way to do this is by having an industry standard for training. This is all we have ever done at my company and I feel like we have written the book on how to do inspections. The more we can train people in a consistent manner that meets industry standards, the more smoothly the whole system is going to work. I really look forward to exploring this topic further with the board as we plan sessions for the fall.”

The P&A Leadership Summit is a joint production between P&A magazine and F&I and Showroom magazine. Formerly known as the VSCAC, P&A Leadership Summit was renamed to reflect a renewed focus on the high-level issues facing the auto finance industry today.

Topics last year included sessions on technology, an all-star panel of agents who explored current issues and hot topics in the industry, and a presentation on preserving competition in auto financing given by David Wescott, chairman, NADA.

Scott Eisenberg, founder and managing partner, Amherst Partners spoke on the U.S. Fidelis debacle in his presentation, “U.S. Fidelis: Lessons Learned from the Inside.” Having been assigned by the U.S. Bankruptcy Court to steer U.S. Fidelis through bankruptcy, Eisenberg gave an insiders account of this history-making case. In his presentation, he shed light on what led to the collapse of the company and the eventual imprisonment of its owners. Eisenburg explained why no one predicted the downfall of U.S. Fidelis and the impact it had on the service-contract industry. Attendees learned how not to make the same mistakes in this riveting presentation.

Another session favorite in 2013 was the keynote address delivered by attorney Terry O’Loughlin, director of compliance, Reynolds and Reynolds. In his presentation, “Think Like a Regulator,” he demonstrated some of the pitfalls of documentation using real deal jackets. Also discussed were simple, effective processes dealers could use to eliminate potentially fraudulent situations and the key areas regulators tend to focus on.

For more information about the P&A Leadership Summit 2014 visit www.pa-leadershipsummit.com or contact David Gesualdo via email or at 727-947-4027. Advance tickets are on sell now with discount early-bird rates available. The conference will take place September 8 – 10, 2014 at the Paris Las Vegas Hotel.

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