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August 8, 2017 Newswires
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State National Companies Reports Second Quarter 2017 Results

PR Newswire

BEDFORD, Texas, Aug. 8, 2017 /PRNewswire/ -- State National Companies, Inc. (NASDAQ: SNC), a leading specialty provider of property and casualty insurance services, today reported its financial results for the second quarter ended June 30, 2017.

Key Highlights - Second Quarter 2017 Financials Compared to the Second Quarter 2016:

  • Total revenues were $58.6 million, up 20%
  • Premiums earned were $33.9 million, an increase of 17%
  • Ceding fees were $21.0 million, up 24%
  • Net income was $13.2 million, an increase of 33%
  • EPS of $0.31, up from $0.24
  • EBITDA was $22.1 million, up 29%

Commenting on the results, State National's Chairman and Chief Executive Officer, Terry Ledbetter, said, "We are pleased with the continued growth in both Lender and Program Services in the second quarter that generated significant earnings growth compared to the same quarter last year. We believe that the favorable industry trends in both business segments position the company well for future growth and profitability."

Total revenues in the second quarter of 2017 were $58.6 million, up 20% from $49.0 million in the second quarter of 2016.  Net income was $13.2 million, or $0.31 per diluted share, in the second quarter of 2017, compared to net income of $10.0 million, or $0.24 per diluted share, for the same period in 2016. Realized investment gains were $0.5 million in the second quarter of 2017, up from $0.3 million in the second quarter of 2016. The impact of the realized net investment gains and losses (net of tax) for the second quarter of 2017 was $0.01 per diluted share.

Program Services Segment

The Program Services segment provides fronting to general agents and insurance carriers to leverage State National's "A" (Excellent) A.M. Best rating with its expansive licenses and trusted reputation to provide access to the U.S. property and casualty insurance market in exchange for ceding fees.  State National issues the policy, and the reinsurer assumes the risk.

In the second quarter of 2017, total revenues from the Program Services segment were $21.0 million, an increase of $4.1 million, or 24%, from the second quarter of 2016.  The growth in revenues was driven by increased ceding fees from both new and existing client programs.

Lender Services Segment

In Lender Services, the collateral protection business is fully vertically integrated as State National manages all aspects of these product offerings for its clients, including policy issuance and administration, underwriting and claims, which we believe is a competitive advantage in the marketplace. Additionally, the Company differentiates itself from competitors by establishing long-term relationships with clients and providing high-quality service and advanced technology. 

In the second quarter of 2017, net premiums written from the Lender Services segment were $32.8 million, an increase of $2.9 million, or 10%, from the second quarter of 2016. Net premiums earned were $33.9 million in the second quarter of 2017, an increase of $5.0 million, or 17%, from the second quarter of 2016. Contributing to this increase in Lender Services premiums are sales of new accounts and loan portfolio growth from existing accounts driven by continued high levels of automobile sales, rising average automobile loan sizes and an aging U.S. automobile fleet.

Losses and loss adjustment expenses were $16.1 million in the second quarter of 2017, compared to $13.3 million in the same period last year.  The loss ratio increased slightly to 47% in the second quarter from 46% in the second quarter last year, due to increased claim frequency and severity. The net expense ratio decreased to 40% in the second quarter 2017 from 43% in the second quarter 2016 due to our ability to effectively leverage fixed costs. The overall result is an improved combined ratio for the quarter of 87% compared to 89% in the same period of 2016.

General and Administrative Expenses

General and administrative expenses in the second quarter of 2017 increased to $18.6 million from $17.1 million in the second quarter of 2016, reflecting investment in strategic growth and increased professional fees.

Balance Sheet

State National's balance sheet reflects low financial leverage with only $43.8 million of debt.  This debt has limited covenant requirements and is interest-only until the early to mid-2030s.

State National's investment portfolio has a short duration and consists primarily of fixed income securities, the majority of which have investment grade ratings. The portfolio is laddered to allow for reinvestment of funds as rates change. 

Approximately $2.6 billion of State National's assets are comprised of reinsurance recoverables that are primarily related to the Program Services segment.  Offsetting these recoverables are unpaid losses, loss adjustment expenses and unearned premium liabilities for the same segment. Recoverables of approximately $1.7 billion are secured by collateral held in trust funds for our benefit or letters of credit.  The remainder is ceded to highly rated, well capitalized reinsurers.

Recent Developments

On July 26, 2017, State National and Markel Corporation entered into a definitive agreement under which Markel Corporation will acquire State National. The transaction, which is subject to the approval of a majority of State National shareholders, approvals by relevant state insurance regulators and other customary closing conditions, is expected to close in the fourth quarter of 2017. State National will not be updating its outlook for fiscal 2017 and will not be holding a conference call to discuss its second quarter 2017 results.

Non-GAAP Reconciliation

The last page of this press release provides a reconciliation of EBITDA, a non-GAAP financial measure, to net income, its most directly comparable financial measure calculated and presented in accordance with GAAP.

About State National Companies, Inc.

State National Companies, Inc. (NASDAQ: SNC) is a leading specialty provider of property and casualty insurance services operating in two niche markets across the United States.  In its Lender Services segment, the Company specializes in providing portfolio protection solutions which insures personal automobiles and other vehicles held as collateral for loans made by credit unions, banks and specialty finance companies.  In its Program Services segment, the Company leverages its "A" (Excellent) A.M. Best rating, expansive licenses and reputation to provide access to the U.S. property and casualty insurance market in exchange for ceding fees.  To learn more, please visit www.statenational.com.  State National routinely posts important Company information on its website.

CAUTIONARY STATEMENT CONCERNING FORWARD-LOOKING STATEMENTS ‎
Various statements contained in this press release are forward-looking statements made pursuant to the ‎Safe Harbor Provisions of the Private Securities Litigation Reform Act of 1995. These forward-looking statements ‎may include projections and estimates concerning the timing and success of specific projects and our future ‎production, revenues, income and capital spending. Our forward-looking statements are generally, but not always, ‎accompanied by words such as "estimate," "believe," "expect," "will," "plan," "target," "could" or other words that convey the uncertainty of future events or ‎outcomes.‎

‎There can be no assurance that actual developments will be those anticipated by us. Actual results may differ ‎materially from those expressed or implied in these statements as a result of significant risks and uncertainties, ‎including, but not limited to, our ability to recover from our capacity providers, the cost and availability of ‎reinsurance coverage, challenges to our use of issuing carrier or fronting arrangements by regulators or changes ‎in state or federal insurance or other statutes or regulations, our dependence on a limited number of business ‎partners, potential regulatory scrutiny of collateral protection insurance, level of new car sales, availability ‎of credit for vehicle purchases and other factors affecting automobile financing, our ability to compete effectively, ‎a downgrade in the financial strength ratings of our insurance subsidiaries, our ability to accurately underwrite ‎and price our products and to maintain and establish accurate loss reserves, changes in interest rates or other ‎changes in the financial markets, the effects of emerging claim and coverage issues, changes in the demand for our ‎products, the effect of general economic conditions, breaches in data security or other disruptions with our ‎technology, and changes in pricing  or other competitive environments. ‎

Forward-looking statements involve inherent risks and uncertainties that are difficult to predict, many of which are beyond our control. Additional information about these risks and uncertainties is contained in our filings with the ‎Securities and Exchange Commission. The forward-looking statements in this press release speak only as of the ‎date of this release, and we undertake no obligation to publicly update or revise any forward-looking statement, ‎whether as a result of new information, future developments or otherwise, except as may be required by law.

STATE NATIONAL COMPANIES, INC.

CONSOLIDATED BALANCE SHEETS

 ($ in thousands, except for share and per share information)

June 30,

December 31,

2017

2016

(Unaudited)

Assets:

Investments:

Fixed-maturity securities – available-for-sale, at fair value (amortized cost – $377,101, $329,994, respectively)

$

382,518

$

332,107

Equity securities – available-for-sale, at fair value (cost – $2,036, $3,271, respectively)

2,134

3,224

Total investments

384,652

335,331

Cash and cash equivalents

47,979

91,698

Restricted cash and investments

16,746

2,958

Accounts receivable from agents, net

120,214

35,964

Reinsurance recoverable on paid losses

1,972

1,430

Deferred acquisition costs

1,106

1,194

Reinsurance recoverables

2,607,559

2,342,864

Property and equipment, net (includes land held for sale – $1,034, $1,034, respectively)

16,876

16,163

Interest receivable

2,333

2,112

Income taxes receivable

174

329

Deferred income taxes, net

28,202

28,858

Goodwill and intangible assets, net

14,539

12,588

Other assets

6,656

5,248

Total assets

$

3,249,008

$

2,876,737

Liabilities:

Unpaid losses and loss adjustment expenses

$

1,858,105

$

1,703,706

Unearned premiums

787,051

680,691

Allowance for policy cancellations

54,541

66,418

Deferred ceding fees

39,385

32,226

Accounts payable to agents

2,121

2,639

Accounts payable to insurance companies

94,259

14,871

Debt, net

43,804

43,783

Other liabilities

49,256

36,023

Total liabilities

2,928,522

2,580,357

Shareholders' equity:

Common stock, $.001 par value (150,000,000 shares authorized; 42,173,561 and 41,924,440 shares issued at June 30, 2017 and December 31, 2016, respectively)

42

42

Preferred stock, $.001 par value (10,000,000 shares authorized; no shares issued and outstanding at June 30, 2017 and December 31, 2016)

—

—

Additional paid-in capital

231,654

229,297

Retained earnings

85,910

66,230

Accumulated other comprehensive income

2,880

811

Total shareholders' equity

320,486

296,380

Total liabilities and shareholders' equity

$

3,249,008

$

2,876,737

 

STATE NATIONAL COMPANIES, INC.

CONSOLIDATED STATEMENTS OF INCOME

(Unaudited)

 ($ in thousands, except for per share information)

Three Months Ended

Six Months Ended

June 30,

June 30,

June 30,

June 30,

2017

2016

2017

2016

Revenues:

Premiums earned

$

33,934

$

28,916

$

70,442

$

60,593

Commission income

322

305

598

626

Ceding fees

20,998

16,917

38,643

33,161

Net investment income

2,288

2,100

4,439

4,140

Realized net investment gains (losses)

523

282

2,399

(356)

Other income

530

459

1,061

915

58,595

48,979

117,582

99,079

Expenses:

Losses and loss adjustment expenses

16,135

13,743

34,966

28,832

Commissions

1,703

1,130

3,277

2,827

Taxes, licenses, and fees

914

804

1,866

1,506

General and administrative

18,618

17,148

37,746

34,142

Interest expense

612

553

1,200

1,090

Total expenses

37,982

33,378

79,055

68,397

Income (loss) before income taxes

20,613

15,601

38,527

30,682

Income taxes:

Current tax expense (benefit)

8,551

6,137

14,260

10,491

Deferred tax expense (benefit)

(1,173)

(524)

(458)

533

7,378

5,613

13,802

11,024

Net income (loss)

$

13,235

$

9,988

$

24,725

$

19,658

Net income (loss) per share attributable to common shareholders:

Basic earnings per share

$

0.32

$

0.24

$

0.59

$

0.46

Diluted earnings per share

0.31

0.24

0.58

0.46

Dividends, per share

$

0.06

$

0.06

$

0.12

$

0.12

Weighted-average common shares outstanding – basic

41,669,172

42,310,242

41,641,374

42,326,799

Weighted-average common shares outstanding – diluted

42,908,190

42,321,607

42,710,444

42,357,960

 

Program Services Segment — Results of Operations

Unaudited

Three Months Ended

Six Months Ended

June 30,

June 30,

($ in thousands)

2017

2016

2017

2016

Revenues:

Ceding fees

$

20,998

16,917

$

38,643

$

33,161

Total revenues

20,998

16,917

38,643

33,161

Expenses:

Losses and loss adjustment expenses

80

396

(170)

905

Commissions

2

2

4

3

Taxes, licenses, and fees

15

3

45

11

General and administrative

4,177

4,011

8,496

7,119

Total expenses

4,274

4,412

8,375

8,038

Income (loss) before income taxes

$

16,724

$

12,505

$

30,268

$

25,123

Gross premiums written

$

482,843

$

336,395

$

827,841

$

607,421

Gross premiums earned

$

385,479

$

293,602

$

716,886

$

560,627

 

Lender Services Segment — Results of Operations

Unaudited

Three Months Ended

Six Months Ended

June 30,

June 30,

($ in thousands)

2017

2016

2017

2016

Revenues:

Premiums earned

$

33,934

$

28,916

$

70,442

$

60,593

Commission income

322

305

598

626

Other income

534

471

1,073

919

Total revenues

34,790

29,692

72,113

62,138

Expenses:

Losses and loss adjustment expenses

16,055

13,347

35,136

27,927

Commissions

1,701

1,128

3,273

2,824

Taxes, licenses, and fees

899

801

1,821

1,495

General and administrative

10,960

10,528

22,699

21,135

Total expenses

29,615

25,804

62,929

53,381

Income (loss) before income taxes

$

5,175

$

3,888

$

9,184

$

8,757

Net loss ratio

47.3

%

46.2

%

49.9

%

46.1

%

Net expense ratio

40.0

%

43.1

%

39.4

%

42.0

%

Net combined ratio

87.3

%

89.3

%

89.3

%

88.1

%

Gross premiums written

$

39,825

$

36,483

$

81,819

$

68,942

Net premiums written

$

32,787

$

29,884

$

66,624

$

56,916

 

Corporate Segment — Results of Operations

Unaudited

Three Months Ended

Six Months Ended

June 30,

June 30,

($ in thousands)

2017

2016

2017

2016

Revenues:

Net investment income

$

2,288

$

2,100

$

4,439

$

4,140

Realized net investment gains (losses)

523

282

2,399

(356)

Other income

(4)

(12)

(12)

(4)

Total revenues

2,807

2,370

6,826

3,780

Expenses:

General and administrative

3,481

2,609

6,551

5,888

Interest expense

612

553

1,200

1,090

Total expenses

4,093

3,162

7,751

6,978

Income (loss) before income taxes

(1,286)

(792)

(925)

(3,198)

Income tax expense (benefit)

7,378

5,613

13,802

11,024

Net income (loss)

$

(8,664)

$

(6,405)

$

(14,727)

$

(14,222)

Non-GAAP Reconciliation

The accompanying information provides a reconciliation of this non-GAAP financial measure to its most directly comparable financial measure calculated and presented in accordance with accounting principles generally accepted in the United States of America ("GAAP").  This non-GAAP financial measure should not be considered as an alternative to GAAP measures such as net income, earnings per share, return on equity or any other GAAP measure of liquidity or financial performance.

Earnings before interest, taxes, depreciation and amortization or EBITDA, is considered a non-GAAP financial measure because it reflects adjustments to net income for interest expense, income tax expense, and depreciation and amortization.  Management believes this measure is helpful to investors because it provides a supplemental measure of evaluating core financial performance between periods. 

State National Companies, Inc.

Reconciliation of Non-GAAP Financial Measures

(unaudited)

($ in thousands)

Three Months Ended

Six Months Ended

June 30,

June 30,

2017

2016

2017

2016

EBITDA

$

22,121

$

17,160

$

41,558

$

33,797

Reconciliation of EBITDA:

Net income

$

13,235

$

9,988

$

24,725

$

19,658

Plus: Interest expense

612

553

1,200

1,090

Plus: Income tax expense

7,378

5,613

13,802

11,024

Plus: Depreciation and amortization

896

1,006

1,831

2,025

EBITDA

$

22,121

$

17,160

$

41,558

$

33,797

 

CONTACTS:

State National Companies, Inc.

David Hale, COO & CFO

817-265-2000

Dennard • Lascar Associates

Rick Black

713-529-6600

 

View original content:http://www.prnewswire.com/news-releases/state-national-companies-reports-second-quarter-2017-results-300501314.html

SOURCE State National Companies, Inc.

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16 hours ago Newswires
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Why premium-financed IUL is failing

By Larry Rybka

In his recent article, "Setting the Record Straight on Premium-Financed IUL," Michael J. Rothman of Succession Capital Alliance argues that premium financing remains a sophisticated estate-planning tool and that its failures reflect only poor execution and disclosure. That defense ignores a deeper problem: The structure itself is unstable. Advocates for the concept argue that "good transactions" mean:

  • The client has funds to pay the premium out of pocket but chooses to finance.
  • There is no roll-up of interest on the loan; interest is paid out of pocket.
  • The death benefit and premium are reasonable relative to income and net worth.
  • The structure includes full disclosure, meaningful downside stress-testing, and a realistic exit strategy beyond hoping the policy repays the loan.
  • The policy design is prudent, not maximized for leverage, commissions, or aggressively illustrated returns.
Larry Rybka

I appreciate Michael's willingness to defend his platform, but his argument overlooks a hard structural and mathematical reality. The widespread failure of these plans is not an execution problem caused by a few bad actors — it is the natural and foreseeable result of an unstable financial design.

My criticism is not of innovative insurance products when they are suitable, well-designed, and sold responsibly. Valmark is proud of its $70 billion in in-force life insurance, and I view life insurance as an important part of my own planning. My criticism is directed at a sales concept that takes an already complex, opaque, and risk-sensitive product and sells it in the most aggressive, highly leveraged way possible. The suggested guardrails above have, in practice, been ignored by both agents and insurers.

Our view at Valmark is informed not only by our review of more than 100 of these plans, including some in litigation. It is also informed by our conclusion, reached 10 years ago when this aggressive sales technique emerged, that premium-financed indexed universal life is not in the client's best interest. We therefore prohibited the practice by anyone registered at Valmark. The downside was just too great.

A close look at macroeconomic pressures, higher bank loan rates, falling caps and mounting litigation leads to one conclusion: Premium-financed IUL is failing because the math no longer works. And if full disclosure and rigorous suitability were actually applied, the pool of appropriate clients would be vanishingly small.

  1. The death of arbitrage: Real math vs. AG-49 illusions

Premium finance depends on positive arbitrage: Net policy performance must exceed borrowing costs after product charges, loan costs, and commissions. That premise is increasingly unrealistic.

  • Even after multiple reforms by the National Association of Insurance Commissioners, AG-49 remains an unrealistic baseline as it still permits assumptions that overstate likely outcomes. It is still based on carriers earning 45% on options to credit these policies at the illustrated rate.
  • Indexing drag: IUL credits exclude dividends, which historically contributed materially to total equity return.
  • Lower caps: carriers have reduced caps from the mid-teens to roughly 7%–8%, impairing future performance.
  • Reality: Rothman compares his proposals to a variable universal life policy illustrated at 8%. That flawed comparison is a huge part of the problem. An 8% S&P 500 return can translate to only about 3.82% to 4.30% inside a capped, dividend-free IUL.

Meanwhile, borrowing costs have often risen above 7%. A product earning 4% cannot outpace a loan costing 7%. That turns illustrated arbitrage into negative leverage and has opened massive gaps in collateral.

  1. A special warning for illiquid business owners and real estate clients

The financing pitch often targets business owners and real estate investors with 80% to 90% of net worth tied up in illiquid assets. The argument goes like this: You can earn more money in your business than you can on the policy, so you should borrow to buy your life insurance.

The first part of that premise is true, but the conclusion is flawed. Premium financing compounds the liquidity problem by adding interest-rate, performance and collateral risk. When these programs fail, the collateralized liquid assets outside the business must be tapped or sold at the worst possible time. This is not a risk-management strategy — it is a risk-multiplication trap.

  1. The danger of "zero-return" proprietary indexes

To keep financing going and escape falling S&P 500 caps, promoters have shifted to opaque proprietary indexes marketed with attractive backtests and promises of uncapped returns.

Instead, many have performed worse. During the bull markets of 2023 and 2024, the S&P 500 rose a combined 56%, while many proprietary indexes credited only 1% to 3% and some credited 0%, depending on the index and crediting method.

Under leverage, a single 0% year can turn weak performance into a severe setback, because loan interest keeps compounding even when policy credits do not.

  1. Compounding "debt hole" and the fallacy of patience

When these programs begin to fail, clients are often told to "be patient" and wait for bank rates to fall or performance to improve.

But patience under leverage usually means going deeper into a hole. As cash value lags the compounding loan, the bank demands more collateral.

In jumbo financed cases, clients sign personal notes, borrow millions and pledge liquid assets. In some of Valmark's second-opinion reviews, required collateral often rises to four to five times the amount originally illustrated.

When liquid assets run out, the bank can call the loan, and the policy can collapse. The downside is not insurance that costs a little bit more — it is financial catastrophe.

  1. The agent's trap

Agents attracted by large upfront commissions may themselves be walking into a trap. When these structures fail, the damage can flow back to the agents and marketing organizations that sold them through:

  • Chargeback risk: Lapsed or rescinded financed policies can trigger commission clawbacks of hundreds of thousands of dollars — or more.
  • The errors and omissions gap: Many E&O policies now exclude premium-financing claims.

This matters because the economic incentives that made these cases attractive at sale may reverse sharply when policies lapse, loans are called or clients pursue recovery.

  1. Systemic litigation shows the concept doesn't work

Rothman minimizes the industry's current wave of legal challenges as a "small subset of cases." The record suggests otherwise. I can identify at least three dozen premium-financed IUL cases in active litigation, several involving multiple policyholders, with many others reportedly settled before filing. The total number is unknowable, and many of these cases are settled before filing through rescission of premium.

The growing wave of lawsuits, class actions and multimillion-dollar judgments is strong evidence that the concept is failing in practice. Courts are increasingly stepping in where state insurance regulation has failed.

Conclusion: Insurance as risk multiplier

Rothman argues that in high net worth estate planning, complexity is not the problem — context is. I disagree. The problem is math: When borrowing costs approach or exceed realistic net policy performance, leverage turns from an estate-planning enhancement into a collateral and liquidity problem.

Not every IUL product is flawed. Used appropriately, with full disclosure and restrained assumptions, IUL can serve a legitimate planning purpose. But premium-financed IUL is different: It layers leverage, collateral risk and optimistic assumptions onto an already complex product.

Traditional life insurance is designed to transfer risk. Premium-financed IUL often does the opposite: It concentrates product risk, credit risk, interest-rate risk, collateral risk and liquidity risk into a single structure.

The concept may survive a little longer in marketing materials. But under realistic math, rising chargebacks and growing litigation, it is not quite dead yet — but close.

That warning is most urgent for business owners and real estate clients with wealth tied up in illiquid assets. What is sold as a way to preserve capital can, at the worst possible time, trigger collateral calls, distressed borrowing or forced sales.

Anyone currently in one of these structures should obtain an independent review now — before loan balances rise further, zero-crediting years compound the shortfall, collateral demands increase or surrender charges make exit options more expensive.

© Entire contents copyright 2026 by InsuranceNewsNet.com Inc. All rights reserved. No part of this article may be reprinted without the expressed written consent from InsuranceNewsNet.com.

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