as a percentage of goal
in one key market
How A-MAX turned learning data into a business advantage.
With Axonify, A-MAX Insurance is connecting learning to sales performance, helping its L&D team move from delivering training to influencing business outcomes.
10pts
lift in policies sold
99%
Elevate 360 completion
across 202
North Texas agents
100%
year-over-year increase
in sold
commercial referrals
Challenges
Making learning matter beyond completion
Insurance agents have a lot to know.
For A-MAX Insurance, that means keeping up with carrier information, underwriting requirements, products and the skills needed to recognize the right opportunity for each customer. In the past, information was often delivered once, leaving employees to retain a significant amount of knowledge or find the answer when they needed it. A-MAX wanted to create a more consistent learning experience, with regular opportunities for employees to reinforce what they knew.
With Axonify, A-MAX established a continuous learning routine. Agents began engaging with training three to five times each week, using reinforcement to revisit concepts over time rather than relying on one-and-done training.
But as A-MAX’s learning and development team evolved, its ambitions grew too.
The team wanted to move beyond measuring whether employees completed training. They wanted to understand whether learning was changing behavior and contributing to business performance.
“When I first started, nobody was measuring our impact on the business,” said Elizabeth Lee, Senior Instructional Designer & LMS Manager. “Now that I have access to it, I can filter through and get things myself. That has really helped us connect our training to the business.”
For Sauntura Jones, VP of Enterprise Talent Development, that connection was central to modernizing A-MAX’s approach to L&D. The goal was to transform knowledge into enablement and give the learning team the evidence it needed to become a more strategic partner to sales and operations.
“When I first started, nobody was measuring our impact on the business. Now that I have access to it, I can filter through and get things myself. That has really helped us connect our training to the business.”
Elizabeth Lee, Senior Instructional Designer & LMS Manager, A-MAX
The solution
Connecting learning to real business priorities
That shift became tangible through two learning initiatives: Elevate 360 and Commercial Referral training.
Elevate 360
Elevate 360 was a product knowledge refresher designed to help agents better identify upsell opportunities within their existing book of business. A-MAX launched the program company-wide in December 2025 and tracked learning data alongside sales performance across key markets, including North and South Texas.
Commercial Referral training
The Commercial Referral program tackled another opportunity: helping agents recognize when a customer should be referred to A-MAX’s commercial insurance business. The program reached 100% completion by mid-September 2025.
Instead of stopping at completion rates and assessment scores, A-MAX looked at what happened next.
The team tracked policies sold, agency fees, written premium and transactions, then compared those measures with training completion, time to completion and assessment performance. That gave L&D a way to identify patterns between how employees engaged with learning and what was happening in the business.
“The quicker that they did the training that was given to them, that actually helped them recover quicker in terms of their sales.”
Elizabeth Lee, Senior Instructional Designer & LMS Manager, A-MAX
Results
A 10-point lift and a narrowing revenue gap
One key market provided one of the clearest examples.
The region reached 100% completion of Elevate 360 by February. Its policies, sold as a percentage of goal, increased from a 76% October baseline to 86% by March, a 10-point improvement.
North Texas showed a similar pattern at a much larger scale.
Of 202 agents, 199 completed Elevate 360, a 99% completion rate. Policies sold increased from 84% of goal in October to an average of 92% during the February-March post-training period. By March, the region had reached 95% of its agency fee goal. That represented a significant reduction in the monthly gap to goal, leaving less revenue unrealized.
When A-MAX compared learning and sales data across regions, a pattern emerged. Faster training completion aligned with faster sales recovery, giving the team a valuable new signal for understanding learning’s role in performance.
That was particularly powerful for Lee.
“The quicker that they did the training that was given to them, that actually helped them recover quicker in terms of their sales,” she said. “That’s something you hope for, but you don’t necessarily get it.”
North Texas wasn’t the only indication that A-MAX’s approach was working.
Commercial Referral training produced another measurable result. Sold referrals doubled from September 2024 to September 2025, a 100% year-over-year increase. The improvement continued the following month, with an 88% increase year
over year.
Together, the programs gave A-MAX more than strong completion numbers. They gave its L&D team a way to connect learning activity with the outcomes business leaders care about.
76→86%
policies sold as % of goal
(October baseline to March,
one key market)
84→92%
policies sold as % of goal
(North Texas, October to
Feb–Mar average)
95%
of agency fee goal
(North Texas,
by March)
The impact
From training delivery to strategic business partnership
The impact is changing the way A-MAX’s L&D team operates within the organization.
Previously, the team was often brought in after a training need had already been prescribed. Now, business leaders are increasingly bringing L&D a problem and asking for help determining the solution.
“Prior to that, L&D didn’t have a seat at the table when it came to business initiatives that impact the entire company,” Jones said. “As we’ve strengthened our ability to demonstrate business impact, L&D has become increasingly involved earlier in enterprise-wide conversations.”
That shift is showing up at the regional level too. In California, sales leaders have seen enough value from learning initiatives that they’re asking the team for more training, rather than waiting for L&D to push it out.
And at the executive level, Jones has increasingly been included in strategic conversations alongside teams such as IT, sales and operations. At one recent department-head strategy meeting, L&D wasn’t simply invited. The conversation centered on what the function could do to support broader business priorities.
For Jones, data has been critical to earning that influence.
“The door may open through relationships, but lasting influence and true credibility are built through data and measurable impact. The right team and tools are what turn L&D into a true business partner.”
“We have a small but mighty team and we’ve earned a seat at the table, the opportunity now is to use that seat to help transform performance across the enterprise.”
Sauntura Jones, VP of Enterprise Talent Development, A-MAX
What’s next: Moving learning closer to performance
A-MAX’s next step isn’t simply producing more training. It’s getting better at diagnosing where performance gaps exist and determining how learning and enablement can help close them.
The team is working toward a model where L&D doesn’t wait for the business to request a course. Instead, it uses performance and learning data to identify opportunities, recommend interventions and help shape business strategy.
“We have a small but mighty team, and we’ve earned a seat at the table,” Jones said. “The opportunity now is to use that seat to help transform performance across the enterprise.”
It’s a meaningful evolution from where A-MAX started.
Continuous learning established the foundation. Measurement gave the team evidence. And by connecting the two, A-MAX is building an L&D function focused not simply on what employees know, but on what they do differently as a result.
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