Built in the Storm: The Story Behind Chapman Insurance Group

What does it take to build something that survives hurricanes, market chaos, and explosive growth—without losing its soul in the process?

In this episode of Chapman On Air, we sit down with Brian Chapman, the founder of Chapman Insurance Group, for a candid, behind-the-scenes conversation on what it really means to build, scale, and sustain a business in Southwest Florida.

From the early days of just a handful of team members to becoming a multi-location agency with deep roots across Fort Myers, Cape Coral, Naples, Punta Gorda, and Port Charlotte, Brian reflects on the bold decisions that fueled growth—and the discipline it took to stay focused when distractions were everywhere. 

But growth didn’t come without pressure. Hurricane Ian became a defining turning point—forcing Chapman Insurance Group to shift gears overnight, build out a dedicated claims support function, and double down on what mattered most: standing beside clients when they needed it most. What emerged was more than a service response—it became a philosophy built around creating “steadfast fans” for life.

Brian also opens up about the mindset behind long-term thinking in business, the importance of building infrastructure ahead of demand, and why operating “as if you’re already there” can change everything. From purchasing landmark office locations to expanding into Naples and preparing for new growth in Palm Beach County, the vision is anything but static.

Beyond business strategy, this conversation dives into the human side of leadership—learning to celebrate wins instead of rushing past them, avoiding burnout in seasons of rapid growth, and staying grounded while building at scale. Brian also shares his perspective on the insurance industry in Florida today and why Chapman Insurance Group is focused on simplifying a complex system for everyday people.

Looking ahead, he explores what the next wave of insurance innovation could look like—from real-time quoting to consumer-driven comparisons—and what it will take to truly modernize access to coverage in Florida’s evolving market.

This is a blueprint for building with intention, resilience, and purpose in a changing world—Tune in.

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Transcript

SPEAKER_00 0:02

Today on Chapman on Air, we're sitting down with the person who built Chapman Insurance Group from the ground up, Brian Chapman, through the market cycles, the hurricanes, the growth, the setbacks, and the reinventions. So it's been a while since we've sat down like this, about two years.

SPEAKER_01 0:29

So uh I'll humbly accept your comment, but it it it's not uh it's not all my doing.

SPEAKER_00 0:34

Yeah, well, I think we'll get more into that too, but your name is on the building.

SPEAKER_01 0:38

It is on the name is in the sign.

SPEAKER_00 0:40

Yes. But a lot has changed in the last two years since we've spoken, and we're gonna dig into that a little bit, not just in the insurance market, but in CIG in general. So today we're gonna talk about what's happening now, where we're headed as a company, and what's being built behind the scenes, the moments, decisions, and the beliefs that shaped Chapman Insurance Group into what it is today.

SPEAKER_01 1:00

Yeah, I would say the most difficult thing for an organization that desires to grow is to step out in faith. And in some ways, if you looked at it kind of in each step on a ladder, you have to operate as if you're already at the next step, even though you're not there yet. And that's a tough decision for a lot of businesses to make because it's financially usually a heavy lift. And also, it requires a lot of persistency and drive to get to that next rung on the ladder. So, you know, the willingness to one, take a step of faith and operate. You know, if you're a million-dollar organization but you want to be five million, you have to operate, start operating like you already are. And so, you know, we made that decision in 2021. Uh, didn't know we were gonna have the largest hurricane in in Florida's history impact us in 2022. But, you know, that was that was an important decision in 21 because it allowed us to focus on a 10-year horizon and what we wanted to be in 10 years. Uh, we had a speed bump there uh in 2022, pausing us and and but it made us ready because we were already you know pursuing something. And so I think organizationally, like looking ahead and looking forward, we are operating as if we are on our way, maybe not operating where our 10-year plan puts us, but we're operating like two years ahead. And that's infrastructure, that's personnel, that's technology, and those things that you're operating, you know, I like a very simple example of this was when we were at a team member range of 30 to 35, it was like we're gonna need a human resource department. Now, we did we need it as much as when we were now at 100? No, but we knew where we were going. And so we made the you know strategic investment to develop a personal, you know, human resource department, admin and billing or or marketing. And so all of those departments that you know you will need, maybe not as impactful right away, but it's future planning and it's future projections and making those decisions to implement those things.

SPEAKER_00 3:18

Yeah.

SPEAKER_01 3:18

So I think the continuation of our plan, um, and and that's you know, strategically looking at areas where we want to grow and and um and market to and develop relationships in a community and and better ourselves in that community and that community's uh culture and connections and all the people that make up. And so that's a that's the next phase is is looking ahead is where are we gonna go and continue to you know add a location or or add personnel.

SPEAKER_00 3:45

Yeah. And for anyone who hasn't listened to our other podcast from a few years ago, you were talking about where we were gonna go. And now we're two years later. And I think I think we've hit a lot of it.

SPEAKER_01 3:56

Yeah, I mean, the our probably, you know, from an optics standpoint, um, we were leasing in Fort Myers. Now we have um one of the uh largest, most prominent pieces of real estate in Fort Myers. We operate in the second floor in a Fort Myers office. Um we acquired a Punta Gorda building. Helene and Milton pushed that a little bit faster. Our our prior building that we were in was flooded, but fortunately we were already under contract for a new building. So we've got an anchor in Punagorda. Uh always had our anchor in Port Charlotte. That was our first location. Uh have an anchor in Cape Coral and have an anchor in Naples, and and all five of those locations are are ours, and we own and operate out of those locations.

SPEAKER_00 4:36

Yeah, so we're here to stay.

SPEAKER_01 4:38

We're here to stay. We're not going anywhere.

SPEAKER_00 4:40

We're definitely not going anywhere and growing. So I want to go back a little bit, the insider story. Let's go back to the beginning for the people who maybe are new to Southwest Florida and don't know much about Chapman Insurance Group. So take me to a moment in the early days where you thought to yourself, okay, this might actually work. And what was happening then?

SPEAKER_01 4:59

Well, I I think the mindset of failure is never really present. It's always in the background. So it's not that it's not there. It's just, you know, you look at every individual situation and say, this is this is just the next problem to solve. And then, you know, some problems are larger than others, some take more time than others. I I think the I think the magic like power when you're starting a business is your willingness to just stick to what you're doing and not look around. And and become an expert, become the best within a very specific lane. And don't deviate from that. Hold true to that. And you don't even have to have a great plan, but just don't get distracted. Don't look around at the shiny stuff or how you can look around at how someone else is doing and and emulate that or mirror that. That that you absolutely can do, but don't get distracted by uh additional endeavors, like become uh the the best within the class of what you're doing, yeah. Right. And so I think you know, we did that and to the point where we gave up licenses that we had, um, you know, securities license, financial license, uh, mortgage broker license, and and the original personnel, you know, with the vision was cast, this is who we're going to be. Let's not be distracted by maintaining these licenses that we have no desire in the you know immediate future to partake in. And so, you know, that's just one strategic example where you know we we had uh two team members with series six license that they gave up. Um, we had two team members with mortgage broker license that were given up, and it was because we were going to be so intentionally focused in the property and casualty space. And so that's just a one like early example. I think, I think culturally, always value your people, um, always view your people as your greatest asset, and always make decisions around the impact on others within your within your company, within your culture specifically. So it doesn't mean that they're not willing to adapt and change, but there have to be a lot of upfront and high-level communications, otherwise it feels very, very herky-jerky or very um uh rider abusive because at some point if you change too many things too quickly, it it creates real fatigue. And so I think you know, you start with like six or seven people, and you know, there's just not as many hands to conquer, and and there's not as much division you can make to finish tasks. Um but such a special time when those six or seven or ten or twenty people are there, because um it's it's a little bit simpler. And I think our our greatest, you know, drive as we continue to grow and you add a significant amount of personnel is how do we still make it feel that way? Because the institutionalization that happens within a company can have significant cultural impacts. Um, and so it just becomes more complicated as you add additional personnel and intentionality, like way more than when it's six or seven, has to be given to decisions that are made that could impact uh 20 people versus versus one person. And I think we have done a great job at that. Like I would say organizationally and our connectivity within our culture, it's like we're we're this really large organization that's trying to internally operate like a really close unit. And that is hard to do, but that is a very powerful weapon if you can accomplish it.

SPEAKER_00 8:54

Yeah, for sure. Um, especially with some fast growth, which is what we've had here. It's it's yeah, it's an art. It is very hard.

SPEAKER_01 9:01

Yeah.

SPEAKER_00 9:01

Yeah. So uh just going back again to the beginning, if you had to build CIG from scratch tomorrow, is there anything you would do differently? Any advice you would give to old younger Brian?

SPEAKER_01 9:12

Yeah, I mean it's like uh I the Monday morning quarterback, like how would I have done this different? I mean, certainly there are there are decisions that were made, um, personal decisions, like like with personnel. Um I I think the I don't know that that they're wrapped in this like regret blanket. Uh so I don't know that there's anything where it's like, you know, that that one thing or this one thing. Uh I I would say more so what I would say is what were the things that we did right? Because they're you know, if you're doing well, you know, you're doing 80 or 90 percent right, and and and you're like thinking about the 10 or 20 percent that isn't that you didn't do right, or that which is inevitable. It's it it's there. I I just think I think you really have to um understand that like, and this is maybe the one thing that I can say is like really embrace the small wins and the big wins um at different stages of you know the life cycle of the organization because we get caught up and it's like you've accomplished something and it and it and it's relatively significant, but you don't you know pop the champagne or pause to feel good in that moment. And I was definitely I was definitely uh not as you know joyful in those moments as I should have been. And I I think in hindsight, you know, if you are getting 80 or 90 percent right, like that that's that's pretty dang good. Yeah. And there's a lot of joy there, and don't miss that joy.

SPEAKER_00 10:53

Yeah. So you would have celebrated the smaller wins a little bit.

SPEAKER_01 10:55

Yeah, I I think it just would have made it just, you know, those positive thoughts, the the positive feelings, um, you know, the the team camaraderie that's around something that's accomplished together, um, and really just kind of sitting in that moment for a day or a week and and enjoying what was accomplished, um, like truly, like really feeling that that joy. And and I it's hard to do that because when you're just trying to like go and you you're all gas, um, it's hard to slow down and take those breaks of of joy. And I think I think that you know there's consequences to that because if you don't pause and have that day of Sabbath where you, you know, like contemplate and and have joy, um, you will burn out. You have to have those moments. And I just wish I could have captured more of those um little small wins and victories along the way where it's like like let's just like enjoy this moment for like, you know, even like 30 seconds. Yeah. Like let's just enjoy this moment, right? And and I think when you're all gas, it's hard to stop and pause and and and embrace that. And I wish I would have done that maybe a little bit more. So I don't know that it's necessarily a negative, but yeah, enjoy the victories along the way because uh it is a marathon and it's one mile at a time. And you you really have to just think, you know, I've just finished a mile, take a moment, take a breath, have joy, have celebration, and then get on to the second mile. But if you don't stop and and have those moments, I think it it feels like you're not doing anything right.

SPEAKER_00 12:33

Yeah.

SPEAKER_01 12:34

In fact, you are, it just you're not embracing it.

SPEAKER_00 12:37

Yeah, and where you're putting your energy, sometimes that grows too. So if you're only focusing on the negative thing, yeah it creates momentum.

SPEAKER_01 12:43

Yeah, it creates momentum.

SPEAKER_00 12:44

For sure. Well, giving yourself that advice, do you feel like you're taking that advice right now with the growth of that?

SPEAKER_01 12:49

I think so. I mean uh I I would say yes. Right right now, with just the culture that we have, the community relationships we have, the carrier partners that we work with, our our political involvement at a state level, the the relationships within the insurance industry itself, we very much feel like we are the tip of the spear as far as uh uh developing, emerging. You know, we're 16 years old, but we're still like an emerging agency, and there's a lot of energy there, and that positivity is is being looked at and and being felt uh almost every day.

SPEAKER_00 13:32

Yeah, I want to talk a little bit more about that. So a lot of people do not realize they know that we do insurance, they see what we're doing here in the community, but what Brian Chapman is doing behind the scenes to impact the insurance industry as a whole and the people of Southwest Florida. So can you speak to that a little bit?

SPEAKER_01 13:47

Yeah, I mean, the I think people have this insurance cloud that they live with. And the reality is, is like actually a lot of insurance agencies and agents within the insurance agency are like, yeah, we get it. Like we understand it because we deal with that same problem. And so we we connect really well with the consumer, and the consumer doesn't usually complain about their agent, right? It's the it's the other parts of it. And so we are the conduit, like we're we're the the best um advocate for the consumer to fix industry issues, legislative issues, because we see both sides, right? The consumer doesn't have all of the knowledge of those darn insurance companies. Uh and we we do, but we also have so we get to play like the reason, we're like the mediator. And I think that allows us to see both sides of the situation and speak truth into what is fair, what is reasonable, what's ex what should be acceptable. And so our advocacy for the consumer is is there. We just have to be willing to pick up that ball and and and go. And and we have. And we are you know in Tallahassee, um, we're having you know conversations at our statewide insurance association. Um we're we're we're advocating for you know consumer fairness, consumer pricing, consumer coverage. And so, you know, we're here like presenting information, and there are times when we present information and it's the only thing available, it's the best thing available, but it's still not what we feel like it should be to best benefit the consumer. We have those conversations and say this is these are the things we have to fix. They're not working, this is not good, this is not fair, this is not the intention of the law. We need to have modification here. And so protection for the consumer, advocacy for the consumer, protection for the consumer's wallet. I mean, these are all things that we like constantly now. There's an irony here, right? And I think what people don't capture and understand is that we are selling a product to a consumer that we are compensated based off of that product. And so the size of the premium we uh theoretically make more, right? But it's very interesting because a lot of agents and agencies are of the mindset of doing what is right. Now, I can't say that for every insurance agency, but and every insurance agent, but at Chapman Insurance Group, like we we are advocating for the client, period. Like it we don't look at, okay, if I put this client with this carrier, I get paid more. That is not the way that we view things. What is the best situation for the client for a reasonable rate? But the irony is that we're the ones up there advocating, and a lot of times we're advocating for better coverage, many times for rate considerations, right? So here we are, and it and it's it's it's kind of ironic that we're up here advocating for lower rates while we're the ones being taking a pay cut, right? It's it's a it's a really odd thing, but I think it just goes to the heart of insurance agents and insurance agents that really value the consumer relationship and our client relationship. And it it doesn't, we don't look at it through the lens of, well, if I go and advocate for lower rates, I'm gonna make less. That's just not how we look at it. And I think consumers, that's why they value their agent so much, because we really are looking out for their behalf. And it and I've always found it ironic that we're we're the we're the ones in Tallahassee with hundreds or thousands of agents representing and and advocating for the consumer. Um, not saying the carriers aren't involved at that level, but they operate a lot differently. Right. They operate a lot differently. So yeah.

SPEAKER_00 17:55

So speaking of advocacy, so that's a much higher level and definitely much more behind the scenes. Earlier you spoke about the speed bump of 2022, that we all know very well as Hurricane Ian. Um, we made some changes as an agency at that point to help the consumer to help our clients. So can you speak to how we are advocating for our clients here within our agency and how that was born out of the speed bump?

SPEAKER_01 18:18

Yeah, I mean, so internally, uh we when we speak about a client, we we actually define that as uh one of our fans. And we actually describe it as a steadfast fan, right? And that's the that's the lingo we use, our steadfast fans, our clients. And so we embarked realizing extremely quickly that we are going to have a lot of claims from Hurricane, and we had to adapt. And at the same time, we were not having as significant of sales because real estate slowed down and there weren't as many transactions happening. And so we made the decision right there to say, okay, we are we are we are toning down the sales side of our organization. We are investing in our clients to get them through this hurricane fiasco. Try to advocate for them to get their claims paid. And so we actually created a claims department in that moment and said, we're gonna go advocate for our thousands, almost 10,000 claims to solve their greatest need right now. And so we did that and developed that. And and that is not the norm for insurance agencies. Now, I will tell you, there was a little bit of selfishness in this or marketing in this, but the idea was built around if we can create a steadfast fan that understands that we're here through the hardest times, they will tell our story for us. Right. And that will return to us. And so that was the reason we did it was we one, we owed it to our clients, and two, they're our fans, and fans, you know, tell other fans like this was a great experience and this is where you should go. And so that was a turning point for us that really just changed us from uh, you know, a sales organization, sales, you know, being a predominant factor for all organizations, too, the real service, the genuine service model of understanding and and and fulfilling, you know, a client expectation or maybe exceeding their expectation.

SPEAKER_00 20:31

Yeah. Yeah. The focus was then put on being remarkable to our clients as opposed to just marketing.

SPEAKER_01 20:36

Well stated to our clients. Well stated.

SPEAKER_00 20:37

And then they do the marketing for you.

SPEAKER_01 20:39

That's right. Then then they tell your story. They tell your story.

SPEAKER_00 20:41

Don't hate that. Yeah. Okay. So going back to 2023, we talked about the Naples building being in the future and a location there. Where are we at with that?

SPEAKER_01 20:50

Yeah, we're we're there. Um we have about 3,500 square feet in Naples. Uh we're almost uh at capacity there with our personnel. I think we've got one or two free offices. Um and it it's uh it's almost like our other markets. Um, you know, the people are are you know normal people like Southwest Florida has, and um, you know, homeowners and business owners, and uh, you know, it fits right into what we do well. Um, we've got a great leader down there, Jamin, who's um you know, on our on our personaline side and developed a lot of relationships in advance of us going there. Uh so we've got uh a ton of opportunity uh continued in Naples. Just need to get our voice out and and get you know the consumer to understand who we are a little bit better, a little bit farther down that um that down that road. It typically takes us about four to five years to really saturate and and season into a community because you know there's complexities, and every community has has things that um are are different. different places of of influence and you have to kind of you know understand that and then and then put a plan together and then approach it and and it takes a couple years after you've you know gotten all that information to really to really get in um into the community become a you know the fabric of the community right and a and an anchor in the community and we're there to stay as well right yeah I mean we're we're all all of our offices you know if you're if you're running a business and you buy a location that should signal to the consumer they just put an anchor in the ground.

SPEAKER_00 22:34

Right.

SPEAKER_01 22:34

That that stake is there and it's there to stay. Yeah. And so absolutely and and it was our desire uh it just took us a little bit longer you know to to get to find the right place and find the right piece of real estate but um absolutely for there to stay.

SPEAKER_00 22:47

Yeah and we found the great piece of real estate right off of Vanderbilt built beach road right yeah yep so right there in the heart of Naples.

SPEAKER_01 22:54

Okay so any new growth coming yeah about that our our next phase uh 2026 January launch is uh we're going uh across the state of Florida um fits into our coastal Florida uh 10-year initiative uh south of I-4 and coastal Florida so the bottom of the horseshoe and we will be launching in Palm Beach County.

SPEAKER_00 23:17

Okay.

SPEAKER_01 23:17

Yep yeah looking forward to that we'll be hearing more about that soon there's a lot more to come we we at this moment real time are under contract on a piece of real estate again putting an anchor down and um we will have uh you know personnel that that will be running that office there um already relationships that are formed that are going to be executing on that and it's gonna plug right into our Chapman insurance group brand our Chapman insurance group process and um we'll do it all over again.

SPEAKER_00 23:46

Yeah so it's kind of fun to sit here and talk about what you were saying two years ago or three years ago and being there. So um let's look into the future two years from now. Give me some predictions and then we'll see if it's right in two years.

SPEAKER_01 23:59

Wow I mean I you know the the complexity of of all the changes happening so fast and the availability for information so quickly makes it hard to look very far out into the future. What what I things that I can say is consumer access to product, consumer knowledge consumer review of the information we are sending them is has elevated immensely in the last 12 months. So people have a better understanding which is great of what they're buying and why it's important to them. And I think the more information that the consumer has access to the better decision they can make for themselves. It's gonna be very interesting to see if we can connect the consumer to a real rating environment where they you know homeowners is complex there's there's 70 plus carriers in Florida and so how do you you know how do you go rate at 70 carriers it take you a week and and if you don't know what you're doing it might take you a month. And so if we can simplify the process there and somehow aggregate that process to where the consumer can input information in one place and receive a real-time valid you know proposal uh I could see that taking place and it whether the adaption takes place and the consumer trusts themselves enough to do that I don't know it's got to be simple and it's got to be you know straightforward and and that process um it takes a lot of tech and infrastructure to develop but I could see a consumer being able to go almost direct to market and almost be able to get what they want when they want it in minutes versus hours or days.

SPEAKER_00 25:59

Right.

SPEAKER_01 26:00

And so that that's a big revolution of change that I think we'll see uh take place potentially in the next couple years. And that could be home insurance that could be flood insurance that could be auto insurance and maybe condo unit owners it's gonna start in the personalized world and that's where the development's going to take place first.

SPEAKER_00 26:18

Yeah I'm extremely excited about that. Obviously we try to simplify the process for our clients as much as possible and we do that and we meet them where they are at right so whether that's going onto our website and being able to access something like that in the future um which a lot of work goes into building out something like that or speaking to someone on our team and we simplify it as much as we possibly can.

SPEAKER_01 26:40

Yeah I mean the human efficiency uh within within an organization is always something we're chasing to make ourselves or individuals better. Yeah. And that's you know there's a lot of repetitive tasks and a lot of outside of insurance a lot of organizations are looking at those repetitive tasks and saying this is being done every single time and it's requiring manual entry and maybe multiple manual entries in different places how do I consolidate that and simplify this process right and I think if if organizations are willing to adapt to that their efficiencies will go through the roof and that's new business that's service side I mean it's just that it can change the whole the whole gamut for for all industries it's just leveraging those those availabilities that are emerging very quickly.

SPEAKER_00 27:37

Well we have a few more minutes left together so I'm gonna ask you some quick questions run through them. The insurance reset has become a signature campaign for us. So if you can just explain in a few sentences what that is why now why are we encouraging people to reset their insurance the insurance really went straight uphill in 2019 2020.

SPEAKER_01 28:01

We saw the the industry hemorrhaging in Florida and it peaked in 23 24 and what happened from a rate standpoint was probably unimaginable and there was a lot of legislation that was passed in December of 2022 because the state of Florida said wow we have to have a viable insurance market to to function in Florida and when they passed that legislation it took about two years for that to fully you know get into the market.

SPEAKER_00 28:41

Right.

SPEAKER_01 28:41

The changes uh carrier profitability it took about two years for that to to evolve the last 12 months have been an absolute turn over the top of the hill and in a downward direction from a rate standpoint carrier availability standpoint and overall competitiveness has significantly changed and so our reset campaign is built around the idea of if you are still holding on to a policy that you bought in the last five years or seven years and you're just renewing that policy, you may be missing out on how much market correction has taken place and it's time for you to reset your insurance. Yeah. And reset it by looking at your options that are available and not being you know stuck with the one carrier that you've had. And I would even go as far to say even if you had a great experience after a a big claim you still need to look at what is available and what options are out there. The whole landscape has changed and it might be time to reset.

unknown 29:48

Yeah.

SPEAKER_00 29:49

Awesome all right a couple quick questions we're gonna run through these.

SPEAKER_01 29:53

Let's go. Your routine how do you start your day most days are cup of coffee maybe two good answer. It's good quality beans a little bit of reading or contemplating kind of a quiet moment. Workout I usually work out in the morning if I don't make it in the morning sometimes I'll do lunch sometimes I'll do evening but I prefer the morning because it gets the day started right I'm usually in the office by 8 830 but we're always working before we actually get to the office we're always you know checking up on the emails from the night before ideal day is 50 different directions unfortunately sometimes decisions inside of Chapman Insurance group sometimes decisions to support Chapman Insurance group that don't have anything to do with the organization a very little bit of time today still with clients for myself um and there are usually strategic meetings that I have that are that are consistently every week throughout the week at the same time on the same day very varies by day. And you know ideally home at 536 but let's be honest with five kids um yeah home might be the stop before you go somewhere else yeah uh and so it depends on in the fall season it's um eight to ten sport events a week uh usually in the evenings and um then I have a a little break over the holidays yeah um but then in the spring we go right back to it yeah so busy guy we're running around busy guy all right what do you do to fill your well is there a certain book that you're reading right now podcast that you listen to you know I I love history uh the historical context of different cultures um different perspectives so I will find myself engaging in a documentary and you know trying to cram in uh an episode here or there I just love the fact that you know there's there's great history there's not so great history but the the the things that we can learn from those moments um are just gives you a a broader perspective I think as well that that you know someone else may have done this and so how do I do this a little bit better um I love I love uh giving back to others um I didn't you know I didn't think I would ever be in a position where you know you're you're giving a best practice or instilling confidence or or you know developing others or giving others ideas um but I do find myself uh enjoying that wishing I could do more of that so that's probably my my uh buffer that I'll be trying to expand some time in but yeah the because here the interesting thing is when you do that you actually learn a lot in that as well because there's there's a lot of you gain a lot you gain a lot of when you give a lot you gain a different perspective you're like that's a really good idea you just made this better than I thought I had and so that that's um that's important and then I would say you know with with five kids and you know five different ages and five different grades and different different subset of friends um that you know the truths you instill in them their value their confidence it takes a lot of time a lot of effort and so if I'm trying to be a better parent um not that I go watch a bunch of parent videos I I do see somewhere I'm like that is amazing and it touched my heart and I wish it could be more like that and I see somewhere I think that's a terrible parent but we leave that for a little bit on the keep the good ones put in your that investment in the next generation specifically within my family I mean that that that takes a a significant amount of focus and intentionality and building and and and engaging in that confidence within your kids yeah is it's it's rewarding later. It's exhausting they don't give it to you right now they don't thank you right now but um we all had that experience in some way or another with someone that was influential in our life. So um a lot of time spent there.

SPEAKER_00 34:32

Yep. Well thank you for answering all of our questions and giving some insight into the man behind Chapman Insurance Group we do know it took a village we know this but um like I said it's your name on the building. So um yeah thank you for sitting down with us and I look forward to sitting down again in the future and seeing if your predictions have come true.

SPEAKER_01 34:52

Glad to be here can't wait to create some more steadfast fans. All right okay C I G C I