Amar­illo’s Fairly Group is Dis­rupt­ing the In­dus­try

“The tra­di­tional ap­proach to manag­ing risk has been to sell in­sur­ance,” says Alex Fairly, pres­i­dent of Amar­illo’s Fairly Group, a com­pany that is re­shap­ing how large com­pa­nies view, and man­age, risk.

Inc. (USA) - - LEAD -

“But in­sur­ance doesn’t re­ally man­age risk it sim­ply fi­nances it. So what if we could change how much risk ac­tu­ally costs? What if we could find a way to help our clients fix their prob­lems and have those prob­lems cost less money?” That laser fo­cus on re­shap­ing out­comes, as op­posed to pay­ing o bad ones, is what makes the Fairly Group – one of Amar­illo’s flag­ship en­ter­prises Ȃ so unique, and so suc­cess­ful.

And it is why or­ga­ni­za­tions as com­plex as Ma­jor League Base­ball (MLB) and the Na­tional Foot­ball League (NFL) choose to do busi­ness with Fairly Group, rather than some of the more tra­di­tional play­ers in the field.

Fairly points to his work with MLB as a per­fect ex­am­ple.

“These ath­letes like to play, even when get banged up. But the cost of in­jured play­ers is very high.” 7ra­di­tion­ally, o -sea­son was when play­ers would re­cu­per­ate and get treated for their in­juries. But with them head­ing home dur­ing the o -sea­son, 0/B Clubs had a lim­ited abil­ity to closely mon­i­tor their treat­ment and ther­apy, which of­ten led to lin­ger­ing in­juries once they re­turned for the next sea­son.

“Our idea was: could we keep these guys with the team through the o -sea­son, so the Clubs could more proac­tively help them re­hab bet­ter? Bet­ter sup­port, bet­ter fa­cil­i­ties, bet­ter doc­tors sur­round­ing them, the best care, so that they could get bet­ter more quickly?”

This was the idea that MLB and Fairly’s team came up with more than a decade ago. When we first pro­posed this, they looked at us and said, “Can we do that?,” re­calls Bill Cree­don, Fairly Group’s CEO. “But to­day, 15 years later,” adds Fairly, “ev­ery MLB team takes a hands-on, proac­tive ap­proach to help­ing their play­ers re­cover and re­hab dur­ing the o -sea­son. It be­came a com­pletely new paradigm about how base­ball ap­proaches o -sea­son in­juries, be­cause what we fo­cused on was the out­come.”


Fairly landed in the city from New Mex­ico as a col­lege fresh­man, and knew he was here to stay. +e is adamant that had it not been for the Amar­illo spirit – em­bod­ied in its peo­ple – he would not be sa­vor­ing the suc­cess he has to­day.

“I came here to go to col­lege at West Texas A&M Univer­sity, and I never left. Be­cause what we have here are amaz­ing peo­ple.”

Adds Cree­don, who re­lo­cated to Amar­illo from Den­ver, “Ev­ery sin­gle one of our [120odd] as­so­ciates is en­gaged in a way I’ve never seen be­fore.

“They’re en­gaged in the cul­ture; they’re en­gaged in de­liv­er­ing some­thing for the client that is the ab­so­lute best. They wake up ev­ery day and ask: what can we do bet­ter?” 7hat o -the-charts en­gage­ment has led to an un­heard-of zero turnover rate for the com­pany, which at­tracts peo­ple from all over the coun­try to work there. For its part, Fairly Group is com­mit­ted lit­er­ally and philo­soph­i­cally to Amar­illo’s resur­gence.

“This is where we live,” says Fairly. “This is our com­mu­nity. We might do busi­ness all over the world – we spend our lives on air­planes – but we come home to Amar­illo.”

For Fairly and so many other com­pa­nies, do­ing busi­ness in Amar­illo has been a grand slam.

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