So one provider does something that we don’t like, changes compensation or marketing support, we don’t have so many eggs in one basket. So there actually was a positive of the shipped between providers that took place in AEP that may give us a little less bumpy road in the future. So I wanted to throw that in. On the sales force management, it is a moving target because people are accepting jobs, changing jobs, adding on a part-time job, it’s very difficult. But one thing we do know is that by contract with us, our 6,200-plus regional vice presidents are required by contract to be full time with us and give a full time best ever. So that’s where we believe it’s critical to be committed to Primerica is when you’re in that leadership role of Regional Vice President.
And so we know that. There are other full-timers that are nearing RVP that are working full time, but you’ve got such a huge distribution of the definition of that. We have people that come to Primerica for their last stand at the end of their career. And they work full time with us in their ’60s maybe, but that may not be the same as full time of somebody in their 30s that’s supporting a family. So it’s very difficult to gauge. If I was going to guess at a number, I’d say you’ve got the 6,200 RVPs, you’ve probably got another anywhere from 5,000 to 10,000 others that may be full time in there, but that’s entirely a guess just by observing the business over a period of 40-plus years.
Suneet Kamath: Got it. Thanks for the answers.
Glenn Williams: Certainly, glad to help you.
Operator: Thank you. The next question is coming from Mark Hughes of Truist Securities. Please go ahead.
Glenn Williams: Hi. Good morning, Mark.
Mark Hughes: Good morning, Glenn. How’re you?
Glenn Williams: We almost missed you there. Glad to have you.
Mark Hughes: Yes. Well, things get crowded these days.
Glenn Williams: I know it’s a busy earnings morning. Thanks for making time for us.
Mark Hughes: Yes. No, no. The convention, I think in times past, you had your posture around kind of new recruits and the offers and the incentives to try to sign up new recruits in conjunction with the convention. I think the — if I’m thinking about it properly, you’ve had some variability in how you approach that. Anything you would say about this year’s convention? Would we normally expect kind of the meaningful uptick in new recruits or are you taking kind of a different approach this year?
Glenn Williams: Yes. I think it will be similar certainly in spirit to what you’ve seen in the past, Mark. We are working hard to make our convention impact more than even the whole year that it’s in. We start doing incentives towards the convention and recognition at the convention even at the end of last year. And so we try to make convention impact spread over 12 to 18 months. But ultimately, when we do announce incentives that happen at the event, and they are effective for a few weeks or a few months after the event, inevitably, you see a spike. We will be making some of those announcements. We are trying to make sure they’re effective long term. They don’t simply just create a blip in the numbers for a short period of time, but they do that and they have a lasting impact.
So as we change from convention to convention and we’re looking at what occurred last time, we like to keep the increase in activity, but we’re working toward adjusting those incentives so that they have a longer-term impact. And so that’s the direction of change. We have tremendous recruiting activity after the last convention. If we had a little less than last convention, but we had better licensing pull-through and more productivity, we would count that as a win. But you will be able to see the convention impact in our numbers, I anticipate, but we’re looking for the longest possible impact, not just the largest impact.
Mark Hughes: Very good. And then the — you might have touched on this, but the — any structural changes in the Senior Health business around carriers’ appetite for Medicare Advantage policyholders? I think maybe some have said they’re just not as enthusiastic. I could be misreading that. But anything that you’re seeing in the marketplace that bears on kind of the long-term outlook in this business?
Glenn Williams: Mark, those were some of the questions we asked as we went for outside advice on the industry to try to get a perspective other than just our own, having only been in this business a couple of years, and we ask those questions and more. And what we discovered and our personal experience is with the carriers that we represent, we’re not seeing a change in appetite for distribution through our model or for distribution of the products that we are accustomed to. So there’s still a strong appetite for the Medicare Advantage products that are kind of the lead products as well as supplemental products since we do both. But you’re right, most of the sales activity is around Medicare Advantage. And we are seeing continued commitment to the model that we’re a part of, the sales center or the TeleQuote model.
As we talk to these carriers, we’re an important part of their distribution strategy. So we’re not seeing, at this point, any lessons commitment to supporting the products we sell or using the model that we use as we go forward. That was on the positive side of the ledger on the analysis that we did.
Mark Hughes: Very good. Thank you.
Glenn Williams: Glad to have.
Operator: Ladies and gentlemen, this brings us to the end of today’s question-and-answer session. We would like to thank everyone for their participation during today’s conference. You may disconnect your lines and log off the webcast at this time, and enjoy the rest of your day.
