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About Me
Logan Wease is A proven Leader with experience in guiding global businesses and teams to exceed P&L objectives. A nationally recognized change agent instituting process improvements to increase business productivity, revenue, employee retention and client satisfaction. A pragmatic mentor and leader in establishing organizational infrastructure leading to accelerated performance in diverse economic environments.
WEASE FINANCIAL,
WILLIAMSBURG, VA
2014 – PRESENT
A $1.2M Financial Services company with 15 employees and 8 contractors, operating an Allstate Insurance Brand.
President
With a $1.2M OPEX, $1.2M CAPEX, $1.2M Revenue Goal and 15 employees with 8 contractors, responsible for full P&L and operations of the entire organization.
- Operational Optimization: Organizational inefficiencies and high attrition resulted in revenue erosion. Investigated and identified gaps, implemented resource, labor, role, and responsibility changes, and within three months, these efforts reversed attrition 75%. This newly motivated and trained team exceeded yearly goals within the first quarter, and sales grew ~3X to $7.6M over the next 4 years operations of the entire organization.Keynote Speaker at National Forum to share this Best Practice with ~1,300 attendees.
- Sales Growth / Development: Since 2014, the financial license pass rate has been 55%, and retaining key talent has always been a critical, industry-wide pain point. Over 18 months, created and refined an innovative hiring strategy, complete with a training platform to ensure the success of new prospects regardless of experience level. Targeted prospects and scheduled a multi-tiered interview process.Within a year, this strategy sourced 15 proactive turn-key employees that generated $1M+ in revenue and was adopted as SOP and was replicated by branches nationwide.
- Mergers & Acquisitions / Divestitures: Complex contracts prohibit acquisition for most agents without expressed permission. Developed an acquisition business plan to negotiate with selling agents and craft a deal that was productive for all involved parties. Presented to leadership and won approval to execute. Over the next seven months, this strategy secured the acquisitions of three other agencies, which nearly tripled sales from $2.8M to $7.6 and enabled the profitable sale of the company six years later.Now regarded as a SME in agency sales.
- Change Management: Agents were struggling to attain “Trusted Advisor” status, which frustrated Allstate leadership. Selected by leadership to serve as Co-Chairperson on a National Advisory Board and provide perspective for the ELT. Facilitated SOW and collaborated with the ELT to develop the Trust Advisor Dashboard, which showcased target metrics from eight systems.This centralized system was rolled out enterprise-wide and enabling accurate decision making, which led to higher close rates, growth in retention, and maximized clientele.
- Training & Development: Realized an opportunity to modernize and improve training to transform agent prospects into highly productive insurance professionals. Building upon best practices developed a completely new, innovative training platform from inception in four weeks. Over the next six months, this training program became SOP and Best Practice, shortened ramp-up periods, increased sales, and improved customer retention metrics.Wease Financial was recognized by Allstate as a top 3% agency and resulted in invitations to serve as Keynote Speaker at National Forums.
- Close Rate-Improvement: Close rates were unacceptable (at 15%), and previous reversal attempts delivered dismal results. Devised a strategy to focus on value proposition selling. Over the next 90 days, partnered with all licensed agents to craft customized value propositions. Within just 60 days, these new methodologies nearly doubled close rates (to 27%), the highest close rate in the organization.This strategy has become SOP and Best Practice and empowers agents to secure higher close rates to bolster revenue for the agency.
- Process Optimization: When rates became and remained stagnant for two years, identified an opportunity to increase post-sale client retention. Despite customers receiving an extraneous amount of documentation upon a policy purchase, identified the root cause and crafted new processes, designed to enhance the client experience and induce referrals. This lowered customer acquisition costs, and heightened the probability of a customer purchasing additional insurance lines.The agency became a nationwide leader in household bundling rates.
- Acquisition / Marketing Integration: Previous attempts to decrease customer acquisition costs had only delivered short-term results (~30 days). Determined to lower this metric by 20%, led competitive analytics, which revealed Allstate’s rates were the most competitive in the industry, and developed a more tailored marketing approach based on the data.This successfully lowered customer acquisition costs and this strategy was adopted by other agencies within just six months of its inception.
- Operational Improvement: Recognized that the customer onboarding process required improvements after being neglected for the previous 12 months. Investigated and crafted a Friends & Family promotion strategy and built the process and delegated execution. As a result, Friends & Family referrals became commonplace, which increased sales and reduced advertising costs within four months after implementation.This strategy was duplicated in the agency’s Financial segment.
- Contracts & Agreements: Spearheaded an initiative to purchase another business without traditional financing. Led due diligence, negotiated terms, pricing, and the transition period. These efforts successfully acquired the business with no down payment.This eased liquidity, cash flow, and optimized revenue while enabling the purchase of other agencies, leading it's becoming one of the largest agencies in Virginia as a result.
CIAMBRONE INSURANCE MANAGEMENT,
WILLIAMSBURG, VA
2013 – 2014
A $1.9M Financial Services company with 18 employees.
Life Insurance Producer
Reporting to the President exceeding a $160K Revenue Goal and responsible for driving sales among the life insurance segment of the organization
STATE FARM,
BLOOMINGTON, IL
2012 – 2013
A $78.9B Insurance Company with 58,000 employees.
Sales Associate
Reporting to the Agency Owner meeting and exceeding a $100K Revenue Goal and responsible for maintaining a book of business comprising 1,300 clients and developing customized marketing and acquisition programs.
ARAMARK,
PHILADELPHIA, PA
2008 – 2012
A $12.9B Business Services Company with 215,000 employees.
Location Manager
Reporting to the Regional District Manager with a $1.82M OPEX, $500K CAPEX, $750K Revenue Goal and 28 direct reporting employees Responsible for multiple Starbucks locations. 2001-2008 Various Management Positions in International and National retail corporations.
EDUCATION
OLD DOMINION UNIVERSITY
NORFOLK, VA
BS Political Science
LONGWOOD UNIVERSITY
FARMVILLE, VA
Business Administration
TIDEWATER COMMUNITY COLLEGE
VIRGINIA BEACH, VA
Associate of Applied Science in Paralegal Studies1
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In The Community
Daily Press - Distaster Recovery Kits
Accomplishments
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