Farm Family P & L Officer

About this role

Company Farm Family Farm Family specializes in farm and ranch protection with a wide range of products including flexible farm packages, business owner policies, commercial package, workers compensation, commercial auto and select personal auto coverage. Farm Family is a leader in serving the Northeast and Mid-Atlantic markets and is pursuing growth across the U.S. The Farm Family entities are wholly-owned subsidiaries of Clearbrook Group Holdings Inc.

Job Description

Head of Small Commercial (P&L Owner – Build & Scale) Mission Own full financial and strategic performance of the Small Commercial business, balancing growth, underwriting profitability, and capital efficiency while building a scalable, market-leading franchise over time. This leader will initially operate as a matrixed business owner , shaping strategy and execution across underwriting, pricing, claims, and distribution—then design, justify, and stand up a dedicated operating model and team to accelerate performance.

Role Evolution (Critical to Success) Phase 1: Diagnose, Align, and Shape (0–6 months) Objective: Establish control through influence; define the opportunity and roadmap • Own small commercial P&L visibility (baseline performance, segmentation, profitability drivers) • Diagnose portfolio health: • Segment profitability (class, size band, tenure, state, channel) • Rate adequacy • Expense evaluation • Claims drivers (severity, litigation, leakage)

• Evaluate current capabilities: • Underwriting (authority, consistency, referral patterns, talent quality) • Pricing (rating plans, segmentation depth, data gaps) • Distribution (producer mix, productivity, concentration, appetite clarity) • Operations (cycle time, STP, scalability constraints)

• Identify structural gaps vs. best-in-class small commercial models (speed, simplicity, segmentation, digital enablement) • Build and socialize Small Commercial Strategy & Operating Model Blueprint : • Target segments and appetite • Go-to-market and channel strategy • Required pricing sophistication • Underwriting model (rules vs. judgment) • Technology and workflow needs

• Begin influencing: • Appetite clarity and tightening/expansion • Early pricing or segmentation fixes • Distribution focus adjustments

Key Output: business case for investment and operating model evolution

Phase 2: Build & Prove (6–18 months) Objective: Stand up capabilities and demonstrate measurable improvement • Execute approved investment roadmap: • Talent (initial hires: product/portfolio, analytics, underwriting leadership as needed) • Pricing/segmentation improvements • Workflow/STP enhancements

• Begin formalizing P&L ownership mechanisms : • Portfolio steering cadence • Rate adequacy governance • Exception and authority frameworks

• Deliver early wins: • Improved loss ratio through segmentation/pricing • Increased quote-to-bind and retention where targeted • Reduced cycle times and referral friction

• Establish: • Underwriting guidelines and authority aligned to small commercial speed • Producer segmentation and targeted growth strategy • Claims feedback loop for loss drivers and leakage

• Start building a dedicated small commercial identity internally and externally

Key Output: Demonstrated P&L momentum + validation of the model

Phase 3: Scale & Own (18+ months) Objective: Transition to full organizational ownership with reporting structure • Build and lead a dedicated Small Commercial organization , including: • Product / Portfolio Management (fully or partially aligned to the vertical) • Underwriting teams (fully or partially aligned to the vertical) • Analytics / pricing partnership structure • Dedicated ops alignment (where scale warrants)

• Assume formal authority over underwriting execution for the segment • Mature capabilities: • Advanced segmentation / pricing sophistication • Automated underwriting / STP expansion • Digital distribution and platform strategy

• Optimize capital deployment: • Reinsurance usage • Mix management • Expansion into adjacent segments or geographies

• Deliver sustained outperformance vs. plan and market

Key Output: Fully scaled, profitable, and differentiated small commercial franchise

Primary Responsibilities Portfolio & Financial Performance • Own Small Commercial P&L: • GWP, Earned Premium, Loss Ratio, Expense Ratio, Combined Ratio • Growth, retention, mix/segmentation

• Set and continuously refine appetite: • By class, size (micro vs. small), industry, geography, channel

• Drive rate adequacy and pricing sophistication with actuarial: • Ensure alignment to loss trend and target returns

• Actively manage: • Concentration risk • Cat exposure • Litigation-prone segments

• Define and outperform annual business plan

Operations & Experience • Partner with Ops/IT to build a fit-for-purpose small commercial engine : • Straight-through processing (STP) • Simplified workflows • Pre-bind rules and controls

• Improve: • Cycle times and responsiveness • Data capture quality

• Monitor: • NPS / CSAT • Referral SLAs • Ease-of-doing-business

Claims & Risk Feedback Loop • Partner closely with Claims to: • Understand severity drivers and emerging trends • Reduce leakage and improve outcomes

• Embed claims insights into: • Pricing • Appetite • Underwriting rules

People & Organizational Build • Phase 1: • Assess talent across underwriting, product, and analytics

• Phase 2: • Define hiring plan and capability requirements • Justify ROI of organizational build-out

• Phase 3: • Lead Small Commercial team: • Product / Portfolio Leads • Underwriting leaders/teams • Analytics (direct or aligned)

• Build a culture of: • Ownership • Data-driven decision-making • Speed + discipline

Decision Rights (Evolving) Early (Matrix Authority) • Influence appetite, pricing, and underwriting decisions • Recommend investment priorities • Drive alignment across functions

Mid (Shared Authority) • Co-own appetite, pricing direction, and underwriting frameworks • Formal role

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