Q&A With Curi’s Next CEO

My family moved around while I was growing up, eventually settling down in Maryland when I was 10. In high school, I played baseball and was a member of Junior ROTC. Both of those experiences taught me lessons about hard work, perseverance, and leadership that I still draw on. I attended Towson University, where I majored in Accounting and played Division 1 baseball—and met my wife Molly, with whom I’ve had five sons, now ages 5 to 16 years. After a few years with the CPA firm Johnson Lambert in the D.C. area, Molly and I moved to Raleigh in 2003 to help the firm build its Carolinas practice. That role introduced me to Curi’s predecessor company, Medical Mutual Insurance Company of North Carolina. Outside of work, I spend most of my time with my family, on the sports field (I coach my sons’ middle school baseball team), on the golf course, or at my in-laws’ lake house.

Before joining Curi, I got to work with many well-run insurance companies. I saw a range of ownership structures, lines of business, and leadership styles, in both financially healthy and challenged companies. Curi consistently stood out to me. I saw an organization that was looking to get better every day. Even before innovation became a buzzword, that quality was abundant at Curi, with a unique focus on all of its members’ needs, even beyond insurance. After 10 years, that’s still what I enjoy most about working here. I can’t think of a time over that decade when I have ceased to be challenged, or when one week felt the same as the prior. We work at a brisk pace and with intentionality, and I wouldn’t be professionally satisfied in any other type of environment!

One of my first major initiatives at Curi was helping to reorganize our corporate structure into a holding company. Our goal was to give the company greater flexibility to invest in non-traditional asset classes and to diversify our business lines. Since then, we have significantly expanded our investment capabilities and achieved great performance in alternative assets such as commercial real estate, private equity, and private credit. This success ultimately led to the formation of Curi Capital, our wealth management business. We’ve also remained focused on our core professional liability business, growing our geographic footprint and reaching greater numbers of physicians. This has given us an opportunity to reimagine the organization, resulting in the Curi brand and enabling us to expand our leadership ranks to bring about succession opportunities and add depth and breadth to our capabilities. I am excited to build on these experiences as Curi’s next leader.

Growth and diversification will continue to underpin Curi’s future, in service of our mission to help physicians in medicine, business, and life. Our goal is to be a national player in the MPL market, continuing to execute on organic growth while also considering M&A opportunities. We will continue to work tirelessly to improve the customer experience for our existing members, while also pursuing an aggressive but disciplined growth strategy. We will also seek ways to deliver a broader suite of solutions, either directly or through partnerships. The addition of Arrowlytics into the Curi family, for example, will enable us to more directly help our member practices with business intelligence, top-line growth, and greater efficiency and productivity. And members can expect more practice advisory services to follow.

Even amid growth and diversification, our members can expect to see a continuing—and unwavering—commitment to member service. Since our founding in 1975, we’ve thrived by establishing and developing relationships and trust. Our members’ trust has enabled us to venture into new business lines and accelerate growth in those areas. Exceeding our members’ and partners’ expectations will remain our top priority.

My eyes will be on the strength of the relationships we’re able to maintain and develop in the years to come. From our members and business partners to our employees, if we can get the relational aspects right, then all of the traditional “success” metrics should play out just fine.