We have several very important missions here at Summit Trust Company. We feel that we are a very innovative organization and that we are doing some things that other trust companies of similar stature are not doing. These include designing special platforms for advisors, insurance agents and attorneys that help them to be different and better than their peers. Also included is our desire to set a higher standard for the ultimate client, in terms of the quality of the professional team that serves them.
So an important mission is to help the client find a well-trained, highly-skilled and well-coordinated team of professionals to take a more global view of the client’s needs, and to bring a more robust set of choices among the solutions offered to solve problems. This means that we at Summit must provide a method for the teams to be assembled and to be trained and oriented toward a “multiple silo” solution source, rather than each individual residing in their own silo of expertise, and not allowing others in or out.
Next is the mission to mentor a select group of advisors and insurance agents, who will be the elite, standard-bearers for others. We can only help to develop ten to fifteen teams a year, based upon our current staffing and time availability. The mentoring process is deep but not highly structured, because each prospective team member, the advisor and insurance agent, will be coming at us with a different skill-set, mindset, education and experience. This is wonderful for us, and for the other teams, who will be expected to interact with all the other teams.
So we have assembled some tools and we have some educational programs. Indeed, some of the advisors and agents also have tools and educational materials that they are able to share with the others.
Our goal is to create a group of teams in strategic locations throughout the country that will be the most unique purveyors of trust, investment, retirement and charitable services in the country.
We realize that not very many advisors and insurance agents are interested in buying into our mission. On the other hand, not very many will qualify, by a host of measures, for becoming part of the team. We are a close, not closed, organization, with a high spirit for achievement and creativity. We are gaining a reputation for being small and agile, special and aggressive, caring and mentoring, responsive and accommodating.
We are ultimately what the teams make of us, and therefore we want to keep the teams close, careful and caring. The team members will help to build the teams and our reputation. We don’t mind doing it slowly, at the speed of the team – not too fast, not too slow. Let us know if this sounds good to you.
George P. Brown Ph.D., Executive Vice President
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