Introduction

Having grown his business mostly through the acquisition of similar businesses, Zac Cullen, chief executive officer at Cullen Insurance Agency suffered huge bottlenecks due to inconsistency in operations. The employees from the acquired companies were stuck on their old ineffective processes and did not see the need for a change. The different branches of the organization were operating on different processes, making it hard to achieve a common goal.

As one who understood the importance of having the same processes across the entire business, it was evident to Zac that until the problem was resolved, they would not make headway. He tried a few systems, but none did it for him. There was something missing until he found SweetProcess.

Zac shares his experience on how SweetProcess helped his organization to become a top player in its industry. First, let us get a picture of the organization for a better understanding of their progress.

About Cullen Insurance Agency

Cullen Insurance Agency offers various insurance packages to meet the peculiar needs of private individuals and businesses. A pioneering agency in Southern California with over twenty years’ experience in business, the company has expertise in car insurance, life insurance, motorcycle insurance, business insurance, homeowner’s insurance, etc. Its seasoned staff handles each case with the utmost professionalism in their clients’ best interests. This has earned Cullen Insurance Agency a good reputation in the industry, making it the go-to agency for persons and businesses looking to secure their assets. The agency currently boasts 40 employees.

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The Breaking Point

“The thousandth time you’ve said something when you are just sick and tired of explaining is the first time most people get it,”

Zac says this was a common joke made by managers in his establishment.

Having employees perform their jobs without explanations was a tall order. He and the managers had to go through the painstaking task of explaining things over and over again before making sense. Though tedious, they tried to manage it initially. But as they acquired more businesses and began to operate from multiple locations, they could no longer cope with it.

Everyone was doing things their own way. In their defense, they were operating based on how things had always been done in their various organizations before the acquisition. But that excuse did not hold water. If the acquired businesses were doing so well with their own processes, they would not have been sold off in the first place.

“Most of our growth was through acquisition. We had other agencies we bought that had their own processes. But obviously they weren’t working that well; otherwise, they wouldn’t have sold their agencies.”

One thing was clear to Zac: leaving his employees to continue ...