Today, we’re thrilled to sit down with Lindsey DiGangi, Vice President of Field Operations and Marketing at Pennsylvania Lumbermens Mutual Insurance Company, a mutual insurer with over a century of dedication to the lumber and building materials industries. Lindsey’s 12-year journey across five departments—underwriting, IT, marketing, and field operations—has given her a unique, multi-faceted perspective on driving collaboration and innovation in a niche market. In this conversation, we dive into her strategies for cross-departmental success, the impact of a groundbreaking lead-generation campaign, and her passion for maintaining the human connection in a competitive industry. We’ll also explore how she leverages data and transparency to foster change, and hear personal reflections on her inspiring rise as the youngest officer in the company’s 130-year history.
How has your experience working across multiple departments like underwriting, IT, marketing, and field operations influenced the way you approach teamwork and strategy-building?
I’ve been fortunate to see the business from so many angles over the past 12 years, and it’s really shaped how I think about collaboration. When you’ve sat in underwriting, wrestled with IT systems, crafted marketing messages, and worked directly with field ops, you start to understand not just what each team does, but why they do it and what challenges they face. It’s like putting together a puzzle—each department is a piece, and without seeing the whole picture, you can’t build effective strategies. I remember a specific moment early in my role in field operations when we were struggling to align on a new business process. Drawing from my IT background, I suggested a simple tech workaround that saved us weeks of manual work, and my marketing experience helped frame the rollout in a way that got everyone excited rather than resistant. That taught me the power of speaking each team’s language and finding common ground—it’s not just about the idea, but how you connect it to their world.
Can you walk us through the lead-driving campaign that uncovered over 100,000 lumber-related prospects? What was the process like to turn those leads into tangible results, and is there a success story that stands out?
That campaign was a game-changer for us, starting at the end of 2023. We’re a niche carrier with deep roots in the lumber and woodworking space, but we wanted to truly understand the full scope of our market. Using resources from our reinsurance broker, we identified over 100,000 potential prospects—a number that stunned us because it showed just how vast and evolving this industry is. From there, we collaborated across departments to design targeted marketing and communication strategies, tailoring outreach to meet these prospects where they were. Our business development reps hit the ground running, and through persistent follow-up and personalized pitches, we turned 411 submissions into 80 new accounts, generating nearly $5 million in new written premium. One story that sticks with me is a mid-sized lumberyard we approached. They were hesitant at first, citing past bad experiences with insurers, but our team took the time to visit in person, walk their yard, and craft a policy that addressed their specific risks. When they signed on, the owner shook my hand and said, “I didn’t think anyone understood our business like this.” That moment felt like a validation of our entire approach—data got us in the door, but relationships sealed the deal.
Turning to your focus on data, how did you get different departments to buy into using the company’s CRM as a central intelligence hub, and what was a key challenge you overcame in that process?
Getting everyone on board with the CRM as a shared tool was all about showing value and building trust. I started by sitting down with leaders from Marketing, IT, Customer Service, and other areas to understand their pain points and priorities—transparency was critical. I didn’t just pitch a one-size-fits-all solution; I tailored the conversation to show how the CRM could solve specific problems for each team, whether it was better client insights for marketing or streamlined reporting for customer service. One big challenge came from a department that felt their unique data processes would be lost in a centralized system. There was real skepticism, and I could feel the tension in the room during our first meeting. I addressed it by inviting their team to co-design how their data would integrate, ensuring they had control over key elements, and I shared early wins—like how another team cut response times using the system. Over a few months, seeing those tangible benefits turned their doubt into advocacy. It wasn’t easy, but it reinforced my belief that change sticks when people feel heard and see results.
You’ve integrated Net Promoter Score data into the CRM to enhance customer experience across the policy lifecycle. How do you use this feedback to drive improvements, and can you share a specific change that came from it?
Using NPS data across multiple touchpoints—like claims, loss control, and quarterly surveys—has been transformative because it gives us a pulse on how clients feel at every stage. We integrate this feedback directly into our CRM, so everyone from underwriters to field reps can see trends and act on them in real time. My team analyzes the data for patterns, like recurring pain points or areas where we consistently delight customers, and then we brainstorm actionable steps with cross-departmental input. For instance, one round of feedback showed that clients felt frustrated by delays in claims updates. It wasn’t just numbers on a report; reading their comments, you could sense the stress of waiting without answers. We responded by implementing a proactive communication protocol, ensuring adjusters send status updates within 48 hours of key developments, and we trained staff to prioritize empathy in those interactions. Follow-up surveys showed a noticeable uptick in satisfaction scores for claims handling. That change reminded us how powerful it is to listen—not just to fix a process, but to rebuild trust.
As the youngest officer in the 130-year history of your company, starting from an intern role, what hurdles did you face early on, and was there a moment that solidified your confidence?
Breaking into a leadership role in a company with such a storied history was daunting, especially as someone so young. Early on, I often felt like I had to prove myself twice over—there’s an unspoken weight when you’re in a room with folks who’ve been in the industry longer than you’ve been alive. I remember second-guessing myself constantly, wondering if my ideas would be taken seriously. One hurdle was overcoming that internal doubt while navigating subtle skepticism from others. A turning point came about five years in, during a strategy meeting where I presented a cross-departmental initiative I’d been working on. I’d poured weeks into the research, anticipating every pushback, and when I finished, a senior leader who’d been quiet the whole time stood up, nodded, and said, “This is exactly the kind of thinking we need.” Hearing that, I felt a wave of relief and pride wash over me—it was like a switch flipped, and I realized I belonged at that table. From then on, I carried myself with more assurance, knowing I’d earned my place through hard work and perspective, not just a title.
Transparency has been a cornerstone of your approach to driving change. How do you balance the unique needs of different stakeholders with the company’s overarching goals, and can you recall a time you had to navigate conflicting views?
Balancing individual stakeholder needs with broader goals starts with active listening and clear communication. I make it a priority to understand what each department or team values most—whether it’s efficiency, client outcomes, or resource allocation—and then map those priorities to how they support our mission as a mutual insurer. Transparency helps here; I’m upfront about trade-offs and work to find solutions that deliver wins on both sides. A vivid example was during the rollout of a new field operations tool. Marketing wanted features for client-facing campaigns, while IT pushed for a leaner design to avoid tech debt. The tension was palpable in our planning sessions—you could almost feel the room divide. I mediated by facilitating a joint workshop where both sides presented their case, and we whiteboarded a hybrid solution that addressed core needs for each. It wasn’t perfect for everyone, but by focusing on shared outcomes—like better client service—we got buy-in. That experience taught me that balancing act isn’t about compromise; it’s about creating a vision where everyone sees their role in the bigger picture.
With the recent campaign generating nearly $5 million in new written premium, what were the key strategies or tools behind that financial success, and how did your team prioritize outreach?
Hitting that $5 million mark in new written premium felt like a huge milestone, and it came down to a mix of strategy, tools, and sheer grit. The foundation was the data we pulled on over 100,000 prospects, which gave us a clear map of where to focus. We used our CRM to segment those leads by size, location, and specific risks, allowing us to prioritize high-potential targets—think larger lumberyards or growing distributors with complex needs. From there, tailored marketing campaigns and personalized outreach by our business development reps were critical; we didn’t just send generic emails, we crafted messages that spoke to their unique challenges. Cross-departmental collaboration was also key—marketing honed the messaging, IT ensured our systems tracked every interaction, and field ops followed up with boots on the ground. I remember late nights reviewing conversion rates with the team, tweaking our approach weekly based on what worked. Prioritizing wasn’t just about numbers; it was about betting on relationships we could build long-term, and seeing those 80 new accounts come to life made every hour worth it.
As a mutual insurer, you’ve stressed the importance of the ‘people’ side of the business. How do you keep that personal connection alive amidst competitive pressures, and can you share a specific instance that highlighted this value?
In a mutual company, the people side isn’t just nice to have—it’s our core. Even with pressures like pricing wars, we can’t lose sight of the fact that our clients and members aren’t just accounts; they’re partners in this journey. We maintain that connection by prioritizing face-to-face interactions, really listening to their stories, and showing up when it matters most, whether that’s through personalized service or community engagement. One instance that stands out was during a tough renewal discussion with a longtime client—a family-owned sawmill facing tight margins. They were tempted by a competitor’s lower rate, and I could hear the strain in the owner’s voice over the phone. Instead of countering with numbers, I flew out to meet them, sat in their dusty office surrounded by stacks of invoices, and we talked through their history with us—decades of claims support and risk advice. By the end, they recommitted, not because of price, but because they felt we genuinely cared about their survival. That day reminded me why we exist: to protect livelihoods, not just balance sheets.
Looking ahead, what is your forecast for the future of niche mutual insurers like yours in the lumber and building materials industry?
I’m optimistic about our future, but I think it’s going to require adaptability and a relentless focus on value. The lumber and building materials industry is evolving—think sustainability pressures, supply chain shifts, and tech advancements—and niche mutual insurers like us have to stay ahead by offering specialized expertise and solutions that larger, generalized carriers can’t match. I foresee us deepening our use of data and technology, like predictive analytics for risk management, while doubling down on the personal relationships that define us. We’ll likely see more consolidation in the broader insurance space, which could create opportunities for us to stand out as a trusted, member-focused alternative. My hope is that in the next decade, we’re not just insuring businesses but actively shaping the industry’s resilience—whether that’s through innovative coverage for green building trends or partnerships that address labor shortages. It’s an exciting time, and I believe our ability to pivot while staying true to our roots will be what keeps us thriving.
