This year, Alliant National marks 20 years of serving independent agents. Celebrating Our Past and Building Our Future Together, we look back at our founding, the vision that set us apart, and how the challenges of the financial crisis strengthened our commitment—firmly establishing Alliant National asThe Independent Underwriter for The Independent Agentsm
In 2005, Alliant National was founded on a radical idea: to create an underwriter that served independent agents rather than competing against them. The inspiration came from Dave Ginger, who had spent decades working with both small independent agencies and large national firms. Ginger saw firsthand how national companies often viewed local agents as a revenue source rather than as true partners.
In a 2011 interview with the Times-Call of Longmont, Colorado, he reflected on the clear differences he saw between companies that aligned their interests with independent agents and those that did not.
“I had been involved with an agent-owned company earlier in my career, and the biggest thing I saw was the feeling toward the independent agent versus what I saw at the national companies,” Ginger said.
A Texan with a reputation for bold action, Ginger teamed up with Bob Grubb, a Colorado businessman with experience in commercial finance, private equity, and technology-based manufacturing companies, as well as Scott Hendrickson, a CFO with a background in manufacturing, distribution, and insurance. Together, they formed Alliant National, a title insurance underwriter with an intriguing core philosophy: local independent agents deserve an underwriter that works for them—not against them.
From the outset, the founders made a defining decision that set Alliant National apart: it would never operate its own direct title offices.
“Our model was, we’re not going to compete against you, period. We’re going to have no direct operations, no Alliant stores,” Grubb later told the Times-Call.
This AgentsFirst philosophy resonated quickly, as Grubb would later recall during a speech marking Alliant National’s 10th anniversary in 2015.
“The ‘seedling’ was ‘tended to’ by our founding agents and the staff. We searched for, and found, agents who shared Dave’s vision and gave us a chance to prove it. We sprouted up in late 2006, gained some strength,” Grubb remembered. “We grew twice as tall in 2007 and most of 2008.”
But just as it seemed the company was firmly establishing itself, the world changed.
Weathering the Financial Crisis
The 2008 financial crisis hit, bringing the housing market to a near standstill. The impact on the title industry was devastating.
“The land title industry as a whole did about $17.8 billion in revenue in 2007,” Grubb later recalled. “By 2010, that had dropped to $9.5 billion.”
Transaction volumes plummeted, and some underwriters pulled back or shuttered their operations. Independent title agents across the country were left adrift, struggling to navigate a rapidly shifting market.
“Our agents were battling radical declines in transaction volume,” Grubb remembered in 2015. “For many, their underwriters were either closing their doors or indiscriminately cutting their agent base as they raced to adapt to the worst economic downturn since the Great Depression.”
Unlike many of its competitors, Alliant National took a different approach. Rather than retreat, the company dug in, delivering resources agents needed to survive and adapt. The upstart underwriter invested in education programs, marketing workshops, and compliance initiatives. Despite the economic turmoil, the gamble paid off. By 2011, Alliant National had grown to 200 agents—a testament to the strength of its independent-focused model.
Regulatory and Industry Shifts: Strengthening the Independent Agent
The greatest financial crisis since the Great Depression was followed by the most sweeping statutory and regulatory reforms the industry had seen in decades. The Dodd-Frank Act, the TILA-RESPA Integrated Disclosure (TRID) rule, and the rise of the Consumer Financial Protection Bureau (CFPB) reshaped the mortgage and real estate landscape. Agents faced increased compliance costs, heightened oversight, and new expectations. At the same time, the rise of cyber threats, social engineering, and wire fraud introduced new risks. Fraudsters increasingly targeted real estate transactions, exploiting gaps in communication and security protocols to misdirect funds.
Recognizing the challenges and deep confusion agents faced, Alliant National went to work again, providing training materials, webinars, and white papers to help agents adapt. The company also set the benchmark for security compliance, becoming the first title insurance underwriter in the nation to obtain SSAE 16—now SSAE 18—Type II certified status. It later completed its first ISO 27001 audit and went on to become the first title underwriter to obtain ISO 27701 certification for data privacy.
20 Years Later: A Company Built on Care and Innovation
Today, Alliant National is, in many ways, a very different company than it was in its early years. It now employs about 100 people, operates in 32 states and Washington, D.C., and serves thousands of title professionals; but while its reach has expanded, its core mission remains the same. Alliant National CEO David Sinclair says that while the company has “grown up” in terms of systems and capabilities, it remains fiercely committed to its founding ideals—continually looking for ways to put AgentsFirst.
“As a company grows, it’s always challenged to hold on to its vision and culture,” Sinclair noted. “But there’s something different about this place. The commitment of this team to that vision is remarkable, and together we’ve done a lot of work around articulating the culture that helps us deliver on our fundamental commitment to our agents.”
That culture is built around the three Cs: Competence, Care, and Commitment. Sinclair says the team at Alliant National strives to embody these principles every day, ensuring that the company’s mission is more than just words. At the center of it all is Care—care for team members, stakeholders, and most importantly independent agents.
“We all know there are a lot of places to spend a career in this industry,” Sinclair said. “The people who work at Alliant National choose to be here because of the care we show.”
And as in past challenges, that philosophy of care has led to new innovations. It is what drives the company to continually improve and develop new solutions to support agents in a changing industry. One example is SecureMyTransaction®—developed to help agents combat the latest fraud threats. The company is also working to expand its title production capabilities and improve its digital education offerings.
“I’m excited for what’s ahead—not just for Alliant National, but for our agents and the industry,” Sinclair said. “This company is a special place, and I’m honored to be part of it. But at the end of the day, it’s always about the agents. That was true in 2005, it’s true today, and we’re making the investments to ensure it remains true for the next 20 years.”
LONGMONT, CO—(October 24, 2024) Alliant National Title Insurance Company and affiliate (“Alliant National”) announced today that it has entered into a definitive agreement to be acquired by Dream Finders Homes, Inc. (“DFH”) (NYSE: DFH).
Presidio Investors (“PI”) acquired Alliant National in 2018 and has been instrumental in helping the company establish robust internal processes, expand geographic reach, improve operational efficiency, and drive technology innovation. In 2023, Alliant National created a leading fraud detection tool designed specifically to streamline the flow of a real estate transaction. This unique solution is fully customizable for title agencies and has robust AI-enabled fraud prevention capabilities. Meredith Moss, Chairperson of the Board of Directors, said, “Alliant National has continued to grow market share through top-tier service to title agents, backed by an innovative software platform and cutting-edge application of AI. Dream Finders’ announcement recognizes the value created by Alliant National’s distinctive approach, which prioritizes both relationships and technology.”
Chris Puscasiu, Managing Partner of Presidio, said, “It has been an exciting six-year journey to see Alliant National dramatically increase its footprint and develop tools to scale and to assist its customers. Despite the uncertainty during the pandemic and the recent housing market challenges, the Company’s continued investment in growth enabled it to be recognized as an innovation leader in its space, as this transaction illustrates. “
The relationships developed over almost 20 years with independent title agents have facilitated this exciting transaction. David Sinclair, President & CEO of Alliant National, said, “We are thrilled to become part of the Dream Finders ecosystem and envision an exciting future together. The collaboration of an innovative builder, strong title agency, and the Alliant National underwriting team will promote our long-term success and growth into a national real estate partner.”
The closing of this transaction is subject to regulatory approvals.
Alliant National, based in Longmont, Colorado, is a title insurance underwriter with more than 700 independent agents in 32 states and the District of Columbia. Alliant National is focused exclusively on the success of independent agents, as the largest underwriter in the country with no direct or affiliated operations.
Two young professionals embark on a career in title insurance.
The title industry is all about passion and people. Those who are most successful often have a strong connection to the field and can effectively navigate the intricate web of relationships that go into every successful real estate transaction. Alliant National has long prioritized building a close-knit team of people who embody those qualities. Take two of its most recent hires as an example. Jace Coffie and Aaron Figueroa recently joined the Alliant National team as associate agency representatives. Both have strong industry ties and professional backgrounds rooted in service, preparing them well to help Alliant National’s agents grow their business.
A close connection and a commitment to service
First, let’s introduce Jace Coffie. Having grown up around the industry due to a family connection, Coffie is no stranger to the world of title insurance. When an opportunity to join the profession arose, he jumped at the chance. To Coffie, transitioning to the title insurance industry was a natural progression. “My previous professional positions have a shared theme of customer service,” he said.
The second new hire is Aaron Figueroa, who also joined the team as associate agency representative. As with Coffie, the title insurance community has long been on his radar due to a family member’s experience in the field. After years of working in the service industry where he delivered exceptional customer care, he has quickly adapted to the responsibilities of his new role.
Finding a home at Alliant National
Alliant National’s unique culture has resonated deeply with both new hires. “I have always wanted to work for a company that allows you to show your full personality,” Coffie said. He’s confident a place like Alliant National is “where I want to spend my career.” Figueroa shares Coffie’s zeal as well. He specifically highlighted how “involved and caring everyone is” at Alliant National as the reason why he is so excited to further build his career with the underwriter.
Tackling their new roles
Coffie and Figueroa have begun channeling their enthusiasm into their new responsibilities. Coffie, who will support agents in Alliant National’s Great Lakes-Central West Region, stated that he loves “to learn from the ground up,” and has already taken the company’s “Agents First” outlook to heart. He hopes to contribute to that mission, saying, “I want to learn everything I can to support those around me.”
Figueroa will be supporting agents in the Southwest Region. He seconded Coffie’s sentiments, remarking that “he would like to be a sponge and absorb as much information as possible to become an asset to Alliant National.” He believes a strong Alliant National benefits agents by assuring them that “they will be taken care of,” allowing them to focus on growing their operations and strengthening their communities.
Staying in touch with what’s important
When building a team, it can be difficult to know what to prioritize. But for Alliant National, the answer is clear. Time and time again, it has seen the benefits of bringing people on board who have strong connections to the industry and a genuine commitment to serving others. By hiring Coffie and Figueroa, it has continued that valuable tradition, and Alliant National’s agents will only stand to gain.
Creating an inclusive workplace is a complex task. After all, people are anything but simple. None of us have merely one “self.” Every person is a mixture of intersecting identities that influence how people see us and, conversely, how we see them.
How, then, can a business foster an inclusive workplace, particularly around the holidays? As Stacy Stolen, HR Manager at Alliant National, explains, it requires being mindful of how our biases shape our perceptions while working toward a culture where everyone can be recognized and respected. I spoke with Stolen on the complexities of this work, what Alliant National is doing to promote inclusivity, and takeaways for agencies looking to build inclusive workplaces during the holidays and year-round.
Inclusivity begins with empathy
When asked how she defines inclusivity, Stolen said, “Simply put, inclusion and being inclusive is to have empathy,” adding that, “at a company-level, it takes developing a shared understanding that we all have our own unique experiences that occur within a society filled with inequalities.”
Once this understanding is established, productive work can begin. “We can then start to relate and learn from others. This is important because empathy allows us to humanize one another and feel responsible for everyone’s safety and well-being. We can positively influence our surroundings and ensure everyone feels seen, validated, and heard – even if we don’t directly relate to everyone else’s experience,” Stolen said.
Easier said than done
What makes this easier said than done, however, are social constructs and the unconscious biases they produce. Identity composes a wide range of attributes – from race, sexuality and ethnicity to education level, family of origin and belief structures. Some of these identities, said Stolen, carry more power in the world than others. Depending on how someone identifies, they may find themselves unjustly stereotyped by the dominant power structures of society.
Building an inclusive workplace, then, necessitates building a culture where people can feel safe and supported enough to interrogate their biases and push back on the inclination to stereotype. A first step involves simply accepting that such biases exist and that typically we have little opportunity to reconsider our ingrained beliefs. As Stolen explained, “Quite often, we interact with folks who look, feel, act like us, or have identities roughly like ours. Therefore, we can’t do anything aside from perpetuate these stereotypical beliefs about folks in other social groups. That’s because we aren’t being exposed to anything different to dismantle these inaccurate ideas. We need to break this cycle and cultivate mindfulness to expand our idea of what collective community looks like.”
It also involves seeing this work as more of a journey rather than a destination. “This work requires consistent and intentional engagement with yourself and others that you interact with daily,” said Stolen. “Just like anything else you aspire to change in yourself or in your environment, you must commit that same time and effort in showing up as an ally and advocating for necessary change.”
Taking action
So, what does this look like in practice? Stolen noted that Alliant National’s commitment to building an inclusive workplace involves investing in culture awareness training and dialogue. For example, in 2024, the company launched an internal committee dedicated to ensuring that its priorities are considered through an inclusive lens.
Stolen described how these efforts are not viewed as one-offs by the company. Instead, they are part of a continuous, holistic and ever-evolving move toward a more inclusive culture. This is an important feature of Alliant National’s larger goal of being a workplace where every employee feels comfortable bringing their authentic self to work and can:
Remain present even when uncomfortable;
Accept that we are all part of the problem and must work to change society for the better;
Learn how to empathize with others’ experiences that are different from their own;
Make mistakes while striving for a better tomorrow;
Educate themselves and those around them; and
Not expect those with the least power in society to do the brunt of the work.
How to promote inclusivity during the holidays and everyday
Holiday periods are a perfect opportunity to promote an inclusive culture, Stolen noted. For many, holidays are informed by cultural identity. It is important to be mindful around language and emphasize respect for all regardless of individual beliefs. “Just because you don’t celebrate certain holidays doesn’t mean that you are exempt from being aware and educated on holidays and religious practices that others celebrate,” Stolen observed.
Of course, there are many other ways to build inclusivity year-round, including:
Researching histories of marginalized groups and investing in cultural awareness development.
Developing ally programs/affinity groups and creating places for folks to find community and to encourage dialogue around challenging topics.
Hosting “Lunch and Learns” that expand cultural humility and awareness. Alliant National, for example, recently hosted one titled, “Challenging Stereotypes and Microaggressions.”
Surveying your workplace to better understand understand your company’s culture better and find opportunities for improvement.
There is no time like today
Building an inclusive culture takes work; there is no doubt about it. But as the holiday season continues, there is no better time to begin nurturing greater respect, empathy and belonging in the workplace. Stolen noted that when companies commit time and resources to encouraging inclusivity, great things can happen.
“Workplaces that commit to inclusivity become more instrumental to their employees, customers and communities.”
Westmoreland joins the team as Underwriting Counsel for the Southwest Region.
Alliant National is excited to announce Jamie Westmoreland has been hired as Underwriting Counsel for the Southwest Region. With extensive experience in the title insurance industry stretching back well over a decade, Westmoreland is a valuable addition to the team. She will play a pivotal role in supporting Alliant National’s independent agents and underwriting operations.
Westmoreland’s title insurance career began shortly after earning her Juris Doctorate from the South Texas College of Law. She worked for 10 years as an examiner and attorney for an independent agency. Later, she transitioned to a national underwriter, where she served as underwriting counsel for two years. These experiences afforded her strong knowledge in underwriting and agency operations, making her an ideal fit for Alliant National’s “agents first” approach.
“I could not be more excited to join the Alliant National family and help our agents be as successful as they can be!” said Westmoreland when discussing her hiring. Jean E. Bailey, Vice President, Southwest Regional Underwriting Counsel, echoed that sentiment. “We are excited for Jamie to join our Southwest Underwriting Team! Her experience will allow her to jump right in with assisting our agents. I know she will be a great fit with the team.”
In this new role, Westmoreland will work closely with agents, providing them with education, answering questions and offering guidance on complex title insurance issues. Additionally, she will focus on risk analysis to assess title insurability and develop helpful insurance standards and guidelines.
