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 as The 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.”
