In the early days of ClaimWizard, my husband Dave (and ClaimWizard Co-Founder) were “builders.” Dave had already been designing and building custom software for public adjusting companies since 1994, but after Hurricane Katrina, we identified a glaring gap in the public adjusting industry: a lack of consistent, scalable systems to manage claim workflows and business operations. So we built ClaimWizard – a software solution designed to bring structure, accountability, and growth tools to public adjusting firms that were stuck reinventing the wheel on every file.
But it didn’t stop there. Over time, it became crystal clear that software could only take a public adjusting firm so far. Tools are powerful, but they don’t build businesses. People, systems, and strategy do.
That realization launched my next chapter: transitioning from a SaaS (Software as a Service) co-founder to a business coach focused entirely on helping public adjusters and first-party property insurance professionals grow and scale their companies. What started as a tech platform turned into a decades-long journey of listening, guiding, and building better businesses from the inside out.
Recognizing the Real Need in Public Adjusting
When we first launched ClaimWizard, we were laser-focused on operational efficiency. We wanted to give public adjusting firms a centralized system to manage their files, streamline communication, and keep track of critical claim milestones. And it worked.
But a few years in, I started noticing patterns. Our most successful clients weren’t just using the software – they were building real businesses around it. They had teams, systems, and strategic clarity. They weren’t just working claims; they were running companies.
On the flip side, many others struggled. Not because they weren’t good at claims – far from it. Most were brilliant technicians. But they hadn’t developed the skills, mindsets, or support systems to grow a business.
That’s when I realized the problem wasn’t just technical. It was strategic. And I could help solve it.
From Product Support to Strategic Partner
Ironically, it wasn’t me who made the shift first – it was the business owners I served. Clients started coming to me with questions that had nothing to do with the software.
“Should I hire another estimator?”
“We keep missing deadlines – how should I structure my team?”
“What KPIs actually matter for growth?”
These weren’t bug reports. They were business coaching questions in disguise. And with years of small business consulting and operational strategy under my belt, I had answers.
So my work evolved. I was no longer just the co-founder of a SaaS platform. I was the trusted advisor helping public adjusting business owners navigate the messy middle of growth.
Lessons Learned from Hundreds of Firms
After working with hundreds of public adjusting companies, the patterns became too loud to ignore.
Claim Talent Doesn’t Equal Business Growth
Being an exceptional public adjuster doesn’t mean you know how to hire, lead, or scale. You can win million-dollar settlements and still lose sleep over payroll. That gap between technical skill and business acumen is where many firms plateau.
Strategy and Operations Are the Real Growth Drivers
Many owners believe that doing more claims or getting bigger settlements is the key to growth. It’s not. Growth comes from a clear strategy, sound financials, repeatable operations, and putting the right people in the right roles. Your win ratio doesn’t matter if your business runs like chaos behind the scenes.
Leadership and Team-Building Are Non-Negotiable
A public adjusting firm is only as strong as the people running it. Hiring warm bodies to fill gaps leads to frustration and turnover. Hiring leaders, training systems, and creating a culture of ownership? That builds a business that lasts.
Back to Basics Wins Every Time
The “unsexy” stuff is often the most powerful: documented processes, clear org charts, accountability systems, and strategic planning. These aren’t startup buzzwords – they’re the backbone of every successful public adjusting firm I’ve coached.
Redefining My Role (and Dealing with the “ClaimWizard Lady” Label)
One of the biggest challenges in making this shift wasn’t internal – it was external. Many people still see me as “the ClaimWizard lady.”
And while I’m proud of what we built (and still lead), that label only tells part of the story. ClaimWizard is a tool. What I offer now is a transformation.
Running a SaaS company requires deep product design, technical knowledge, and subject matter expertise. Coaching public adjusting firms demands something different: discernment, empathy, brutal honesty, and the ability to zoom out and see the whole chessboard.
It’s not a pivot. It’s a continuation.
From Software to Systems Thinking
Today, my coaching work is directly aligned with the mission that launched ClaimWizard: empowering public adjusting firms to serve more policyholders, more ethically, more effectively, and more profitably.
But now, instead of troubleshooting software, I’m troubleshooting strategy. Instead of fixing glitches, I’m fixing growth.
I help overwhelmed owners shift from survival mode to strategy by:
- Holding up a mirror to their real bottlenecks (often not where they think)
- Rebuilding workflows that don’t require micromanagement
- Teaching time blocking, hiring best practices, and decision-making frameworks
- Asking the hard questions: If you weren’t in the business every day, would it run without you?
Sometimes it’s not about teaching them something new. It’s about reminding them what they already know, and showing them how to apply it with precision.
My Mission Remains the Same
If ClaimWizard was the engine, coaching is the map. Both are tools to navigate an industry that is complex, high-stakes, and deeply needed.
I want to see more public adjusting companies:
- Grow beyond the owner’s capacity
- Create career paths for their teams
- Systematize excellence
- Serve policyholders without burning out their staff
The phrase I often repeat to clients is this: What got you here won’t get you there.
And I know it’s true because I lived it.
Final Thoughts: Redefining Success
I measure success today by impact. Not just in how many firms use our platform, but in how many owners get their nights and weekends back. In how many team members grow into leaders. In how many businesses stop surviving and start scaling.
It’s a different kind of reward than writing software. But in many ways, it’s even more meaningful.
Because when I help a business grow, I’m not just helping one owner. I’m improving the experience for their clients, their staff, and their entire community.
That’s the mission. That’s the legacy.
And I’m just getting started.
