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June 2025: Labor Market PULSE

May saw insurance industry unemployment tick up slightly to 2.9%. At the same time, April numbers show a decrease in job openings for the larger finance and insurance industry, while layoff levels were the highest seen since November 2022. This slight change in numbers doesn’t indicate much at this point, but it’s something to keep an eye on in the coming months. While the market remains relatively stable, but somewhat unpredictable, many insurers are focused on recruitment and retention. With 41% of high-performing individuals reporting lack of growth opportunities as a reason for seeking new employment, employee development is an effective retention tool. Read our recent blog post for effective development strategies that resonate in today’s environment. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 2.9% in May. The insurance carriers and related activities sector gained 5,300 jobs in May. At more than 3 million jobs, industry employment increased by approximately 35,400 jobs compared to May 2024. The U.S. unemployment rate remained at 4.2% in May and the overall economy added 139,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, April* insurance industry employment saw job increases in claims (up 5.2%), agents/brokers (up 3.1%), TPAs (up 1.2%), property and casualty (up 1.0%) and title (up 0.5%). Meanwhile, jobs decreased in life/health (down 0.9%) and reinsurance (down 1.0%). On a year-to-year basis, April* saw weekly earnings increases in property and casualty (up 8.6%), claims (up 7.5%), agents/brokers (up 6.5%), TPAs (up 5.1%) and title (up 3.6%). ** Notes: Adjusted employment numbers for April show the industry saw an decrease of 4,800 jobs, compared to the previously reported decrease of 100 jobs. The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. **The BLS has not reported on reinsurance and life/health insurance earnings since December 2024. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

Employee Development that Resonates in Today’s Environment

The ability to effectively develop your employees can make a large impact on your company’s overall success – from the ability to tackle future challenges to enhanced employee productivity and retention. Organizations focused on development have 11% greater profitability and are twice as likely to retain employees, compared to those that do not. In addition to business advantages, top professionals are actively seeking out employers who are committed to their growth. Nearly 90% of Millennials say professional development opportunities are very important and 41% of high performing individuals said lack of growth opportunities was a reason for seeking new employment. Depending on a role’s level, the cost of employee attrition is roughly 30-150% of its salary (even more for executive-level positions). Additionally, the industry’s unemployment rate is low and the majority of insurers plan to continue adding staff, resulting in limited qualified individuals available to fill open positions. Proactively investing in developing your current employees can create a strong bench of internal talent and should be a priority within your talent strategy. Think beyond traditional employee development. As the insurance industry and its capabilities expand, so do the required skillsets and attributes of its most successful individuals. Strictly linear career paths are not always the norm and it’s necessary to acknowledge this within your approach. While function-specific training programs are still valuable in providing a firm foundation for many areas of insurance, there are several other factors that comprise a well-rounded and engaged professional. Jobs are evolving, departments are flattening, and daily in-office interactions are less common. Emotional intelligence, communication and presentation skills, problem-solving abilities, and other transferable skills help individuals be successful no matter the demands of their current or future roles. Those who will eventually move from high-performing individual contributor roles to supervisory positions will also need to hone their leadership and team management skills. Start building these capabilities early by putting individuals in charge of specific modules within your training programs or giving them management experience through special projects or activities. Create opportunities to absorb information. For previous generations of talent, many best practices and business lessons were absorbed by observing others. In today’s virtual and hybrid environments, employees are no longer able to listen over the cubicle wall or informally shadow a colleague. More thought and intentionality must be given to recreate these experiences, while keeping them consistent across work environments. Help further grow high potential individuals’ skills and knowledge by connecting them to more senior-level high performers who possess similar interests and strengths. By matching them with the right people, you can further expand their mindset and introduce them to ideas and opportunities they may not have realized were even possible. Additionally, consider how you can connect individuals to other areas of your organization, whether it’s through internal committees, cross-departmental initiatives or company-sanctioned social events. Focus on future needs and potential skill gaps. Where does your organization aim to be in the next one, five or 10 years, and what skills and talents will be necessary? Incorporate these areas into your succession planning efforts and ensure you’re focusing on these areas within your employee development plans. People want to be challenged – especially if those opportunities align with their interests and capabilities. For instance, if you are planning to focus on AI transformations, consider how you can begin building technology and change management skills within your team. If you are bringing on additional product lines, strong business acumen, negotiation and project management skills may become a priority in your development plans. Be creative. Many organizations have flattened over the past several years, limiting opportunities for traditional title changes and direct promotions. This may make it more difficult to move individuals up through the organization – especially if someone else is currently occupying what would be their next role. Be creative in how you can give people the opportunity to push and advance throughout the company even if there isn’t an open position to fill. This could mean a horizontal move, breaking their role up into two areas to provide a broader perspective, job sharing or giving them more executive exposure. Help individuals feel like they’re growing, while building the knowledge and levels of productivity needed to achieve your team’s strategic goals. Communicate a clear career path. Don’t be afraid to let individuals know you are committed to further developing them and to creating opportunities that align with their strengths and professional passions – especially those you’ve identified as high potential. Ask about their interests and longer-term goals, recognizing their career aspirations may not be linear. Once you have uncovered what excites and motivates them, you can create more formal career development plans to ensure they’re moving forward in a methodical and strategic way. View a downloadable template at this link. It’s essential to adapt to the current working environment and be creative and intentional in offering your employees the experiences and exposure they need to grow and thrive. Provide the opportunity for people to get involved and participate in meaningful ways, while building the skills necessary for moving to the next level. This will not only result in a fulfilled and engaged workforce, but will also set your company up for ongoing success.

Polling Results: Hiring and Engaging Talent in 2025

The insurance talent landscape remains increasingly complex for employers. From managing disengagement to redefining “perfect” candidates, our LinkedIn audience has shared their insights throughout the past few months. Below is a snapshot into employers’ attitudes and experiences as we move through 2025. AI is transforming the insurance landscape, yet the success of any new tool or technology heavily depends on how effectively team members are brought along throughout the implementation process. Overcoming change resistance (43%) and training/reskilling (40%) are the primary obstacles companies face when it comes to driving AI adoption internally, according to our poll. To make the most of your AI investments and effectively drive adoption among team members, view our white paper for tips on taking a human-focused approach. Though industry turnover has slightly slowed, the challenges of “quiet quitting” persist and maintaining employee engagement remains crucial for productivity. In 2022, we asked professionals what would lead them to quiet quit, and the majority said burnout (34%). In 2025, burnout remains the top reason and has increased by 6 points. This is followed by lack of opportunity at 24%, and compensation and feeling disconnected, both at 18%. Notably, compensation is down 6 points from 2022. Hiring challenges persist, with finding qualified talent being the primary hurdle for more than half of respondents, far outweighing salary competition (23%), lengthy scheduling processes (19%) and limited hiring resources (6%). When you find the right candidate, it’s essential to move quickly in this competitive landscape. In response to these hiring challenges, many companies are becoming more flexible with their requirements. Nearly nine out of 10 hiring managers report hiring candidates who lacked “required” skills, but showed potential. Of these, nearly half were able to successfully train and develop these individuals into their roles and 41% experienced mixed results. Taking the time to be strategic and intentional about the skills and qualities that are vital for success in a role is key. At the same time, it’s important to ensure you have comprehensive onboarding and training plans in place to support individuals’ success. Nearly two-thirds of insurance professionals report having "fallen into" the industry. About a quarter were introduced to the industry through family or friends, and just 9% arrived in their careers via their college majors or internships. As an industry, it’s important to continue to share our stories with the next generation of talent. Insurance encompasses diverse interests—from analytics to relationship building. There’s something for everyone in insurance and supporting initiatives such as the Insurance Careers Movement should continue to be a priority. For more of our LinkedIn poll results, view our past post on what is influencing recruiting. To share your thoughts in our future polls, follow us on LinkedIn.

Taking a Candidate-Centric Approach to Recruiting

Explore how organizations can better connect with top talent by aligning with their values and needs throughout the hiring process.

May 2025: Labor Market PULSE

We continue to see a fairly stable market, with no radical changes so far this year. In April, we experienced a slight rise in the insurance industry’s unemployment rate; yet it remains in a range typical for the industry, at 2.6%. Within the larger finance and insurance industry, hiring accelerated in March* hitting a rate of 2.5%, which is the highest recorded since 2022. Job openings also saw a slight uptick. At the same time, the layoff rate has remained unchanged since December 2024 at 0.5%, and the rate of quits was the highest we’ve seen in almost two years. If you are looking to hire in the current environment, it’s essential to take a candidate-centric approach. Read more in our recent white paper. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 2.6% in April. The insurance carriers and related activities sector lost 100 jobs in April. At more than 3 million jobs, industry employment increased by approximately 41,800 jobs compared to April 2024. The U.S. unemployment rate remained at 4.2% in April and the overall economy added 177,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, March* insurance industry employment saw job increases in agents/brokers (up 3.4%), TPAs (up 1.9%), property and casualty (up 1.4%), title (up 1.3%) and reinsurance (up 1.3%). Meanwhile, jobs decreased in life/health (down 0.2%) and claims (down 1.3%). On a year-to-year basis, March* saw weekly earnings increases in property and casualty (up 8.0%), agents/brokers (up 7.7%), claims (up 6.1%), TPAs (up 5.5%) and title (up 1.0%). ** Notes: Adjusted employment numbers for March show the industry saw an increase of 1,900 jobs, compared to the previously reported increase of 3,200 jobs. The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. **The BLS has not reported on reinsurance and life/health insurance earnings since December 2024. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

5 Questions to Ask When Crafting Your CAT Season Talent Plan

With catastrophe season looming, it’s time to start strategizing your talent plan for both the expected and unexpected events this year will bring. Last year was the fourth costliest on record (kept since 1980) for weather and climate-related disasters, according to NOAA’s National Centers for Environmental Information. Losses from natural catastrophes are already tracking above the 10-year average for 2025. No matter what this year’s CAT season has in store, having a strategic talent plan in place is undoubtedly key to ensuring your policyholders are best taken care of in their times of need. Here are five essential questions to ask as you plan for this year’s CAT season. 1. How are you using AI? Customer expectations continue to shift within all areas of business. Has your claims process evolved along with these changing needs? Today’s consumers expect immediate responses, frequent and clear communication, and high-quality interactions. Artificial intelligence provides the ability to act with speed and efficiency; however, human skills such as emotional intelligence, empathy and problem-solving are all vital in creating positive connections with policyholders. If your claims adjusters are primarily relying on digital and online platforms, how is a sense of affinity and understanding being conveyed? Find a balance that enables you to blend the unique attributes of both your team and your AI tools. 2. What will you do if there’s an influx of work? As evidenced in the past few years, it’s possible multiple disasters may occur around the same time. Is your core team prepared to tackle an increased workload smoothly and accurately? By partnering with a staffing firm early on, you can increase your flexibility, ensuring you’re able to bring in additional trained claims adjusters and customer service representatives almost immediately. You may also consider cross-training teams, so individuals can step in and shift priorities when needed. 3. Is your team trained on new technologies and processes? If your company is going through IT migrations or technological transformations, make sure these projects are not inhibiting a seamless claims process. Consider bringing in trained professionals on a project basis to maintain productivity while your primary staff ramps up on new systems. Additionally, contracted experts can assist with implementation and training, ensuring your core team is able to efficiently leverage new technology. 4. Does your team have autonomy to make decisions? As part of your focus on the customer experience, remove layers and barriers to streamline your claims process. Are your agents able to handle inquiries and issues on their own? Do they have a clear understanding of when an issue may need to be escalated? Provide parameters that enable individuals to make decisions, granting them a sense of autonomy and empowerment while better serving your customers. 5. Are there any potential scenarios you have not planned for? By its nature, CAT season is unpredictable. However, thinking through various scenarios ahead of time can keep your claims department functioning smoothly. Develop contingency plans if remote employees lose their internet connections or power for extended periods of time. Along with preparing for an influx of work, uncover other factors that might influence your talent strategy and ways to mitigate their potential for disruption. By thinking through your talent plan early on, your team will be well-prepared for the unexpected. For more insights on ensuring you have the right talent in place, view our recent post on hiring the perfect candidate.

Compass 18.2: Taking a Candidate-Centric Approach to Recruiting

Explore ways to provide a positive candidate experience and attract the best and brightest talent.

Stable Employment: Q1 2025 Insurance Labor Market Study Results

The insurance industry remains steady and positioned for moderate employment growth throughout 2025. Our recent Q1 2025 Insurance Labor Market Study, conducted in partnership with Aon, revealed 88% of carriers intend to increase or maintain their staff sizes in the next 12 months. Meanwhile, the Bureau of Labor Statistics shows 17 consecutive months of job growth for the insurance carriers and related activities sector. While the industry continues to add jobs, we can expect this employment growth to remain relatively modest. More than half (55%) of companies intend to grow their teams in the next 12 months, up three points from July and January 2024; while 33% plan to maintain their current headcounts. The main drivers for growth are expected increases in business volume followed by expansion into new markets. At the same time, 12% of companies expect a reduction in their workforce—up 2 points from one year ago—with reorganization the most common reason, followed closely by automation and areas being overstaffed. However, just 3% plan to decrease staff by 10% or more. Technology roles returned as the insurance industry’s greatest talent need after underwriting took the lead in July for the first time in the study’s 15-year history. Following technology positions, underwriting and claims roles are currently in second and third highest demand. Eight out of 10 companies planning to hire say they’re most in need of experienced professionals, followed by entry-level individuals at 16% and executives at 3%. For individuals who are new to the workforce, entry-level positions are most needed within claims (30%), operations (28%) and analytics (19%). Accounting (12%) and technology (9%) are the areas most likely to add executive-level positions. Compared to January 2024, recruiting difficulty has increased in six of 11 categories, and most positions are considered at least moderately difficult to fill. Actuarial, executive and analytics roles remain the most challenging. Fourteen percent of companies report their ability to hire talent has become more difficult over the past year, up from 11% in July 2024. Flexibility remains a priority for many professionals, and 75% of companies shared the majority of their employees work a hybrid model (37% one to two days in office; 38% three to four days in office). Twenty-two percent of companies say most of their staff is fully remote (up from 18% in January 2024) and just 3% report most employees are in the office full time (down from 6% reported one year ago). The vast majority (88%) of companies do not plan to make changes to their work models in the next six months. The remaining 11% plan to require more in-office presence, up five points from July. As you navigate the competitive job market, having a clear personal brand is an essential tool for attracting the right opportunities. If you're looking to differentiate yourself from other candidates, make sure to check out our blog post, "Building Your Personal Brand" to help articulate your unique value and make more meaningful connections throughout your insurance career journey. The Q1 2025 Insurance Labor Market Study took place from January 13 through February 3, with participation from insurance carriers across all industry sectors. The semi-annual survey collects and examines data on insurance industry hiring, as well as revenue trends and projections. For more insight on the industry’s hiring plans and additional labor market details, view the full report.

April 2025: Labor Market PULSE

March labor market data remained relatively unchanged compared to January and February. Insurance industry unemployment continued to drop, lowering to 2.1%, which is consistent with 2024’s average. The overall U.S. economy experienced a slight increase in its unemployment rate, rising from 4.1% to 4.2%. However, the U.S. workforce also saw a substantial increase in employment and marked its 51st consecutive month of job growth. While the labor market was stable in March, a sense of uncertainty lingers and we’re seeing professionals more hesitant to take on new roles. As you recruit in today’s challenging talent landscape, it’s important to take a refreshed approach to finding the right talent.   AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector decreased to 2.1% in March. The insurance carriers and related activities sector gained 3,200 jobs in March. At more than 3 million jobs, industry employment increased by approximately 52,100 jobs compared to March 2024. The U.S. unemployment rate increased to 4.2% in March and the overall economy added 228,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, February* insurance industry employment saw job increases in agents/brokers (up 3.8%), title (up 2.2%),  property and casualty (up 1.6%), reinsurance ( up 1.6%) and TPAs (up 1.6%). Meanwhile, jobs decreased in life/health ( down 0.5%) and claims (down 2.1%). On a year-to-year basis, February* saw weekly earnings increases in agents/brokers (up 7.8%), property and casualty (up 6.5%), TPAs (up 4.9%), claims (up 4.7%) and title (up 3.5%). ** Notes: Adjusted employment numbers for February show the industry saw an increase of 2,600 jobs, compared to the previously reported increase of 5,100 jobs. The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. **The BLS has not reported on reinsurance and life/health insurance earnings since December 2024. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

Study Reflects Ongoing Labor Market Stability for 2025

Our recent Q1 2025 Insurance Labor Market Study, conducted in partnership with Aon, found that 88% of insurers plan to increase or maintain their headcounts this year. As carriers continue to anticipate moderate growth in terms of both staff and revenue, the industry’s 2025 talent outlook is steady and sound. Anticipated increases in business volume is the primary reason for adding staff in the next 12 months, with technology roles in highest demand. After technology, the industry’s greatest needs are underwriting and claims staff. Experienced staff continues to be the industry’s greatest need overall, with 81% of respondents sharing they are most likely to hire experienced individuals, followed by entry-level employees (16%) and executives (3%). Entry-level staff is in highest demand within claims (30%), followed by operations (28%) and analytics (19%). Compared to January 2024, recruiting difficulty has increased in six of 11 categories, and most positions are at least moderately difficult to fill. Actuarial roles are considered the most challenging, followed closely by executive and analytics positions. Over the past several years, insurers have re-evaluated their approach to flexible work to adapt to professionals’ shifting expectations. Currently, 75% of carriers expect most employees to work a hybrid schedule (compared to 72% in July 2024) for the first half of the year and 22% expect the majority of their employees to be fully remote (up from 18% in July 2024). Eighty-three percent of carriers offer flexible hours. From a revenue standpoint, 74% of insurers expect to see growth in 2025 and just 4% anticipate a decrease, primarily driven by changes in market share. For many organizations, a focus on attracting, retaining and developing talent will be key for reaching both hiring and revenue goals. To download the full Q1 2025 results summary and view the results presentation, click here. The Semi-Annual U.S. Insurance Labor Market Study has collected revenue and hiring projections from carriers across all sectors of the industry for more than 15 years. The next iteration of the survey will take place in July 2025. To be notified when it opens, follow this link. 

Building Your Personal Brand

When did you last carve out time to reflect on your personal brand? In today's evolving labor market, a well-defined personal brand is key for attracting opportunities that align with your strengths and enable you to contribute at your highest level – no matter where you are within your career. However, this is more than a catchy tagline or a curated online presence; your personal brand is a powerful tool for conveying your capabilities and attracting opportunities that both energize you and bring you satisfaction in your role.   Why should I care about my personal brand? Even if you haven’t formally defined your personal brand, you DO have one. It exists as the collection of behaviors, impressions and experiences you have been creating all your life. Taking a proactive approach to ensure your brand aligns with your aspirations and strengths, while working on effectively communicating your brand to others, can make a substantial impact on your career: Your personal brand establishes your reputation in the minds of others. It forms a clear perception of value, showing others what you bring to the table that’s unique, important and relevant. It creates consistent expectations, which helps align your objectives and improves your ability to succeed. Perhaps most importantly, it positions you to attract opportunities that are best suited to your greatest strengths. How do I create a personal brand statement? Whether you have an existing brand statement or if you are starting from scratch, being able to clearly convey your strengths is essential. Here are a few steps for crafting a personal brand statement that represents you authentically and accurately. Identify your strengths. Your strengths comprise the foundation of your personal brand, making it important to first uncover and define these areas. I recommend StrengthsFinder 2.0 for those who really want to dig deep into understanding the areas where they naturally excel. However, you can also begin to uncover these in a more informal way by considering past professional feedback, as well as by asking friends and colleagues about the words that come to mind when they hear your name. Create your personal brand statement. Once you've identified your key strengths, it's time to craft your personal brand statement. I’ve found this simple formula provides an excellent starting point for most professionals: Start with a basic statement (I + verb + noun). For example, "I drive results."  Add one or two of your personal strengths. For example, "I use my analytical thinking and determination to drive results," or "I drive results through innovation and execution." Add qualifiers (adjectives and adverbs). For example, "I use my analytical thinking and determination to consistently drive measurable results," or "I drive impactful results through creative innovation and timely execution." Continue to experiment and refine. Ensure your brand is reflected in a consistent way. Further build your personal brand by ensuring it is consistently represented across in-person interactions and virtual environments: Revisit your LinkedIn profile and resume or professional bio with fresh eyes. Do they clearly communicate your unique strengths? Pay attention to your communication style and how you show up – in meetings, emails and presentations. Is it aligned with the brand you’re aiming to convey? Seek out projects and responsibilities that showcase your strengths, allowing you to further demonstrate your unique value proposition. Practice sharing your personal brand statement in conversations to help it feel natural to you. By effectively communicating your natural talents through a personal brand statement, you’ll be positioned to contribute at your highest level both in current and future roles. However, it’s important to also remember your brand isn't built simply by what you say; it's demonstrated through consistent actions that align with your unique value. Invest the time in understanding, cultivating and articulating your strengths to attract the right opportunities, build stronger relationships, and make the greatest impact throughout your professional journey.

Jacobson Employee Spotlight – Q1 2025

In this employee spotlight, we’re excited to share three outstanding individuals who exemplify the values and culture that make Jacobson thrive. Learn more about their contributions and the impact they make every day! Tyler Thompson Account Manager, 2.5 years at Jacobson Hometown: Harlan County, Kentucky Alma Mater: University of Kentucky - My husband and I are a house divided; he is University of Louisville alumni. We don’t talk about it. Describe Your Role: I’m a recruiter on the executive search team so I do a lot of networking and outreach to industry leaders. Last Book You Read: Midnight Mom Devotional One Professional Skill You Are Actively Developing: Client-facing and presentation skills You Are Happiest When You Are: Making memories with my family and doing anything I can learn from. Advice for Newcomers to the Industry: Expose yourself to as much as you can and connect with people from different roles in the industry. Building your connections, self-branding and having those conversations will help you in the long run. What Inspires You to Excel in Your Role? The people are inspiring. Connecting with so many different individuals and helping them land their dream roles, while also witnessing how far hard work and time can take you, is truly rewarding. Favorite Restaurant or Food to Eat: We have a ton of really good eats locally. I truly just love good food! I can appreciate a local slice of pizza, Thai food, anything with crab or a nice, seared steak. The list goes on. If You Won the Lottery, What is the First Thing You Would Do? I wouldn’t tell anyone but there would be signs… Karen Lopez Recruiter, 6.5 years at Jacobson Hometown: Hoffman Estates, IL Alma Mater: National Louis University - Chicago Describe Your Role: I partner with our clients to provide experienced and tenured P&C insurance professionals - at all levels across, all business functions - on an interim basis. Random Fact: I once pulled several baby skunks from under my stoop without getting sprayed. Share a piece of advice for newcomers to the industry: Take advantage of the many insurance networking events to make connections and build relationships. Favorite Food: Chinese Food Last Book You Read/Show You Binged: Is it Cake? on Netflix If You Won the Lottery, What is the First Thing You Would Do? Purchase my dream home! You Are Happiest When You : Have sorted, purged and organized a drawer, closet, cabinet, or shelf What Inspires You to Excel in Your Role? A sense of contribution – to my co-workers, to my clients and to my network Patrick Brennan IT Specialist, 27 years at Jacobson Hometown: Born in Chicago, IL and currently live in Frankfort, IL Alma Mater: Loyola University of Chicago (BA and M.ED), DePaul University (IT Network Certification) Describe Your Role: I provide IT support across the company, including our temporary employees on client assignments who use Jacobson provided equipment. I also work with our MSP partner to implement and support all of Jacobson's voice and data needs. Last Show You Watched: Masters of the Air on Apple TV. It's about the Army Air Corps 100th bomber group's European campaign during WWII. In Your Time at Jacobson, What has Been Your Favorite Project?  Being part of Jacobson’s IT systems move from on-premises to the cloud. We are on the verge of migrating the last of our on-premises systems to the cloud. When I first started at Jacobson there was no e-mail or internet! We had a local server-based homegrown CRM/ATS application called Companies & Candidates. Updates were saved to floppy disks and shipped to each branch office to update the local database. The first e-mail system used a 56K modem to dial into the internet to download e-mails every 15 minutes. We also did not have direct dial phone numbers. All calls were routed through an operator. Favorite Restaurant: Mon Ami Gabi patio seating at The Paris Hotel in Las Vegas Advice For Newcomers to the Industry: Stay as current as you can on technologies with an eye towards the future. You are Happiest When You are…: On a beach in South Haven Michigan. Family, friends, drinks, music, bonfires and sunsets. If You Won the Lottery, What is the First Thing You Would Do? Buy all the eggs! Who or What Inspires You to Excel in Your Role? I will never stop being impressed and motivated by the hard work and capabilities of all Jacobson staff. View previous editions of our Employee Spotlight. For monthly Employee Spotlights, follow our Facebook page.