Insights for Sales Leaders
Best practices, industry trends, and strategies to optimize your call center operations
Insight
5 min read
What Is an Insurance Management System?
An insurance management system is the software foundation an agency uses to organize customer records, policies, work, communications, and operational reporting. That definition sounds simple. In practice, the category covers very different products.
Some systems are mainly databases. Some focus on policy administration or back-office service. Others coordinate the daily work of a sales agency, from the moment a lead arrives through the call, enrollment handoff, follow-up, quality review, and reporting.
For an owner, the useful question is not whether a vendor calls its product an insurance management system. It is whether the system gives your team one dependable way to run the workflows that matter.
This article provides the short version. If you are ready to compare requirements and vendors in detail, read Onyx's life and health agency management software buyer's guide. It covers the deeper evaluation questions for growing telephonic agencies.
What does an insurance management system actually manage?
At a minimum, the system should maintain reliable records for consumers, policies, activities, and work in progress. Agents and managers should be able to see what happened, what needs to happen next, and who owns it.
That baseline is not enough for every agency. A telephonic Medicare, ACA, health, or life agency also needs to manage the movement of work. Leads arrive from several sources. Agents may be eligible for different states or products. Calls create recordings, dispositions, appointments, and follow-up. Quoting and enrollment may happen in specialized external tools. Managers need to connect all of that activity to outcomes they can trust.
A useful insurance management solution therefore does three jobs: it keeps the record, coordinates the action, and gives the owner control.
It serves as a system of record
The system of record holds the agency's shared operational history. That can include contact information, communication history, lead source, policy information, notes, tasks, call outcomes, appointments, and permissions.
The important word is shared. If the dialer, CRM, enrollment spreadsheet, and reporting workbook each tell a different story, the agency does not have a dependable record. It has several partial records that people reconcile by hand.
It serves as a system of action
A management system should help work move forward. It can route an opportunity, present the right customer context, record a disposition, create a follow-up task, or return approved enrollment information to the agency record.
This does not mean every decision should be automatic. People still own consumer conversations, exceptions, disputed information, compliance judgment, and changes to business rules. The system's job is to make the ordinary path clear and the exception path visible.
It serves as a system of control
Owners and managers need to understand how the operation is performing and change it when necessary. That requires more than a dashboard with activity totals.
The underlying records should let you connect leads, calls, agents, sources, policies, tasks, and reviews. Permissions should reflect real roles. Changes to important workflows should be traceable. Reports should be based on the same data the team uses to do the work.
Is an insurance management system the same as a CRM?
Not always. A CRM usually centers on relationships, contact records, pipelines, and communication history. Those capabilities are important, but they may represent only one layer of an insurance agency's operation.
An insurance management system may also cover policy data, workflows, documents, tasks, permissions, reporting, and industry-specific processes. For a phone-based sales agency, it may need to connect the CRM with dialing, lead routing, scripts, recordings, compliance review, and enrollment integrations.
The labels are inconsistent across vendors, so do not make the category name do too much work. Ask the vendor to show a complete workflow using a realistic scenario. Where does the lead enter? How is it assigned? What does the agent see? Where is the outcome recorded? What happens after an enrollment? How does a manager trace the result?
If the demonstration stops at a polished customer profile, you have not yet seen the operating system for the agency.
When point tools still make sense
Consolidation is not automatically the right answer. A focused tool can be a good choice when it solves a narrow problem well, connects cleanly to the rest of the operation, and has a clear owner.
For example, quoting and enrollment platforms perform specialized jobs. An agency management system should integrate with those tools rather than pretend to replace them. The same can be true for a lead source, communications provider, or another specialized service.
The test is the handoff. Does information move accurately and on time? Can the next person trust the record? Is there a clear process for duplicates, delays, missing data, and outages? Can the agency explain which system owns each field?
A point tool becomes expensive when its local benefit creates agency-wide work. Another login, another export, and another conflicting total can cost more than the feature saves. Onyx's article on the five-tool problem explains how this operational tax grows as systems multiply.
Six signs your agency has outgrown its current stack
One frustrating week is not a reason to replace your software. Look for repeated problems that affect several teams or workflows.
Agents re-enter the same information. Customer, policy, or disposition data is copied between systems because the handoff is missing or unreliable.
Reports require routine reconciliation. Managers cannot discuss performance until someone resolves differences between dialer, CRM, lead, and policy totals.
Critical rules live in people's memory. Routing, licensing, scripts, follow-up, or review depends on a few experienced employees remembering manual steps.
The full customer history is hard to reconstruct. Calls, notes, tasks, policy records, and compliance evidence live in separate places.
Small workflow changes feel dangerous. Nobody is sure which integrations, spreadsheets, or reports will break when a field or rule changes.
Growth creates more coordination than output. Every new team, campaign, or line of business requires another custom process instead of configuration on a shared foundation.
One of these signals may point to a fixable gap. Several together usually indicate that the architecture, not one missing feature, is creating the problem.
What a telephonic insurance agency should expect
The right scope depends on how the agency sells. A five-person office that primarily services an existing book has different needs from a 100-seat agency running inbound transfers and outbound campaigns.
For a telephonic Medicare, ACA, health, or life operation, start with the flow of a real opportunity. The management system should connect the customer record with the call, the approved script or context, the disposition, the next step, and the eventual policy information. Lead assignment should reflect the agency's approved eligibility and priority rules. Managers should be able to see where work stalls without rebuilding the process in a spreadsheet.
Enrollment deserves special attention. Onyx integrates with enrollment platforms such as Sunfire and HealthSherpa, but Onyx is not the quoting or enrollment engine. The operational value is in connecting what happens before and after enrollment so the agency record remains useful.
Compliance and quality review should also connect to the underlying conversation. Reviewers need appropriate access to the call, record, evidence, scorecard, notes, and resolution. Software can organize evidence and surface exceptions, but it does not replace qualified compliance leadership or legal advice.
A four-question consolidation test
Before replacing the stack, map one important workflow from start to finish and ask four questions.
1. Where is the authoritative record?
Name the system that owns each critical piece of information. If nobody can answer, or if ownership changes depending on the report, the agency has a data-governance problem before it has a software problem.
2. Where does work stop or repeat?
Mark every manual transfer, duplicate entry, spreadsheet export, and wait for another team. These points reveal the actual cost of the current design.
3. Which exceptions require a person?
Define what the system can handle through clear rules and what must go to an agent, manager, operations owner, or compliance reviewer. A good platform makes this boundary visible.
4. Can the owner change and measure the workflow?
The agency should be able to adjust approved rules, test changes, inspect results, and reverse a bad assumption. If every change requires custom work and every result requires manual reconciliation, the system is controlling the agency instead of serving it.
Choose the foundation, not the longest feature list
An insurance management system should make the agency easier to run, understand, and improve. That does not mean putting every function into one product. It means establishing a dependable foundation and connecting specialized tools without losing the operational thread.
The right system gives agents useful context, gives managers a coherent record, and gives owners control over the workflows and numbers that run the business.
Onyx brings CRM, calls, lead routing, compliance, QA, and reporting together on one insurance-native foundation for telephonic agencies. If your current stack is becoming another job your team has to manage, book a demo to see how Onyx would fit your operation.
Read Article
More Articles
Guide
Life and Health Agency Management Software: A Buyer's Guide
Life and health agency management software can mean almost anything in a product demo. One vendor may mean a contact database with policy fields. Another may mean a back-office system for cases and renewals. A third may mean the operating system for a telephonic sales floor.
The limits of a single tool really matter when your agency grows past a handful of producers. At 20, 50, or 200 seats, the hard part is no longer storing names and notes. It is keeping leads, calls, licensing rules, scripts, enrollments, follow-up, compliance review, and reporting connected as work moves across the agency.
The right system should make that operation easier to see and control. It should not require your team to become a part-time integration department. This guide explains what growing Medicare, ACA, health, and life call centers should evaluate before choosing or replacing agency management software.
What life and health agency management software should actually manage
An agency management system should give the business a reliable record of customers, policies, activities, and work in progress. For a telephonic agency, that is only the starting point.
Your agents work inside live conversations. Calls and leads arrive from multiple sources. Eligibility can depend on state, product, campaign, schedule, or team. Enrollment happens in a purpose-built external platform. Managers need to connect activity with outcomes. Compliance and QA teams need the call, the script, the consumer record, and the review evidence to agree.
If the management system only stores the result after all of that work happens elsewhere, it is a filing cabinet. A useful operating platform also coordinates the work: it puts the right context in front of the right person, records what happened, creates the next step, and gives owners a coherent view of performance.
Start with the operation, not the feature list
Take “lead management.” In one system, it may mean importing a spreadsheet and assigning rows. In another, it may mean accepting leads in real time, checking agent eligibility, applying priority rules, routing the opportunity, presenting the right script, and tying the outcome back to its source.
Build your requirements around complete workflows instead. Follow a lead from arrival through contact, enrollment, policy visibility, follow-up, compliance review, and reporting. Mark every point where someone re-enters data, switches systems, waits for an export, or resolves conflicting records by hand.
This exercise also reveals whether your current problem is a missing feature or a broken handoff. Adding another tool can solve a local problem while creating another login, sync, and source of truth. Onyx's guide to the five-tool problem explains why that operational tax tends to grow with the agency.
Seven requirements for a growing telephonic agency
1. One customer and policy record agents can use during a call
The customer record should bring together contact details, consent and communication history, policies, notes, dispositions, appointments, and open tasks. More importantly, it should appear in the same workflow where agents speak with the consumer.
Ask the vendor to demonstrate a real day, not a clean profile page. Can an agent answer an inbound call, understand the previous interaction, see relevant policy information, complete the conversation, record the outcome, and create the next step without copying data between tabs? Can a manager see the same timeline with the right level of access?
2. Telephony that shares context with the management system
For a phone-based agency, the dialer is not an accessory. It is where a large share of customer activity begins. Calls, transfers, recordings, scripts, dispositions, and follow-up should connect to the same customer and lead records used by the rest of the operation.
Check both inbound and outbound workflows. Ask how the system handles previews, callbacks, missed calls, transfers, conferences, voicemail outcomes, and after-call work. Then inspect the data trail. A call count is not enough if managers cannot connect that activity to a lead source, agent, policy outcome, or compliance review.
3. Routing based on the agency's real eligibility rules
Round-robin assignment works only when every agent is equally eligible for every opportunity. Life and health agencies often need more context: state licensing, product, line of business, campaign, team, availability, capacity, language, or another approved business rule.
Ask how the platform distinguishes eligibility from priority. Eligibility determines who can receive the opportunity. Priority determines who should receive it first. The vendor should also show what happens when the data is missing or no agent qualifies.
4. Clear handoffs to quoting and enrollment platforms
Agency management software should not pretend to be the quoting or enrollment engine when it is not. Medicare and ACA agencies may use platforms such as Sunfire or HealthSherpa for those jobs. The important question is what happens before and after the enrollment workflow.
Can the agent open the right external workflow with the customer context available? Does approved policy or enrollment data return to the agency record without retyping? How are duplicates, incomplete records, and delayed updates handled? Which system owns each field when two sources disagree?
5. Compliance and QA tied to the underlying conversation
Compliance support should be part of the operating record, not a dashboard detached from the work. At minimum, reviewers need appropriate access to recordings, transcripts when used, the script or scorecard applied, timestamps, reviewer notes, and the final resolution.
Automation can help organize evidence and surface calls for attention. People should remain responsible for disputed findings, ambiguous context, remediation, and changes to the review standard. Your agency should be able to see why a call was flagged, correct mistakes, and document what happened next.
Requirements vary by product, carrier, state, and circumstance. Software supports your process; it does not replace qualified compliance leadership or legal advice.
6. Reporting built from the same operational data
Owners should not have to reconcile the dialer's call totals with the CRM's lead totals before discussing performance. When leads, calls, agents, dispositions, policies, tasks, and reviews share consistent identifiers, reporting becomes more useful.
Start with questions you already ask: Which lead sources produce usable opportunities? How quickly are leads assigned and contacted? Where do transfers or callbacks stall? Which teams need coaching? What changed in conversion, and what else changed at the same time?
7. Permissions and change control that match how you operate
Growing agencies need more than “admin” and “user.” An agent, team lead, operations manager, compliance reviewer, and agency owner should not automatically have the same access. If you operate multiple agencies or work within an FMO structure, data boundaries become even more important.
Review who can see, export, edit, delete, and configure each type of information. Ask whether changes to routing, scripts, permissions, and records are logged. Confirm how offboarding works and how the agency retrieves its data.
When has your agency outgrown its current stack?
A platform change is disruptive, so frustration alone is not a good reason to move. Look for repeated operating signals:
Agents re-enter the same customer or policy information in multiple systems.
Managers rebuild routine reports in spreadsheets because system totals do not agree.
Licensing, routing, scripts, or follow-up depend on a few people remembering manual steps.
Compliance reviewers cannot connect findings to the full customer and call context.
New teams require new tools or custom connections instead of configuration inside a shared foundation.
Your agency avoids changing a workflow because nobody understands all of its integrations.
One isolated gap may justify a point tool. Several connected gaps usually indicate an architecture problem. Use a current-state scorecard, such as Growing an Insurance Agency with Technology, to separate minor inconvenience from structural drag.
A practical software evaluation checklist
Bring your own data and scenarios to the demo. Ask each vendor to work through the same examples, then score the answers with the people who will use and support the system.
Which life and health workflows are native, and which require another vendor or custom work?
Can an agent complete a call from customer context through disposition and follow-up in one workspace?
How do routing rules use licensing, product, source, team, capacity, and exception data?
Which quoting and enrollment platforms integrate today, and exactly what data moves in each direction?
Can reviewers trace a compliance or QA finding to the recording, evidence, rule, and resolution?
Do reports use the same records that drive daily workflows?
Can we configure roles, permissions, agency boundaries, and approval rights at the level we need?
How are imports, duplicates, failed syncs, outages, and reversals handled?
What does implementation require from our team, and how will we test before a wider rollout?
How do we export our data, configurations, and history if we leave?
These questions go deeper than a standard feature grid. For a broader procurement review, use Onyx's guide to what to ask every technology vendor before you sign.
Test the system with a controlled rollout
Do not evaluate a platform only in a sales environment, and do not move the entire agency based on a perfect demo. Choose one team, campaign, product, or workflow with a clear baseline. Define what success means before the pilot begins.
Measure operational outcomes such as manual touches, time to usable customer context, routing corrections, incomplete records, task aging, and reporting reconciliation. Collect feedback from agents and managers, but also inspect the records they produce. A workflow can feel fast while leaving poor data behind.
Document the escape hatch for every critical step. Who owns an exception? What happens if an integration is delayed? Can a routing rule be reversed? How does the team continue working during an outage?
This is how Century Benefits approached its own move to Onyx: it tested one team before moving the wider agency. The larger lesson is vendor-neutral. A controlled rollout replaces assumptions with evidence while limiting disruption.
Choose the system your agency can run with confidence
The best life and health agency management software is not the product with the longest feature list. It is the system that fits how your agency sells, keeps the important handoffs connected, gives each role the right context, and lets owners see and change the operation without holding it together by hand.
Onyx brings CRM, calls, lead routing, compliance, QA, and reporting together on one insurance-native foundation for telephonic agencies. If your current stack is becoming harder to operate as the team grows, book a demo to see how Onyx would fit your workflows.
Guide
Insurance Agency Automation: 7 Workflows to Prioritize
Insurance agency automation works best when it removes repeatable work without removing judgment. The goal is not to put the agency on autopilot. It is to give your agents, managers, and operations team fewer manual handoffs, clearer information, and more time for the work that needs a person.
Automating the wrong process can make a bad workflow run faster. Start with workflows that are frequent, rules-based, measurable, and understood by the people doing the work.
For Medicare, ACA, health, and life agencies, seven workflows usually deserve attention first. The right order depends on where your operation loses the most time or control.
What insurance agency automation should accomplish
Useful automation creates a clean handoff from one step to the next. The right agent receives the lead with context, the outcome is captured, and follow-up appears when needed. Managers can see what happened without rebuilding the story in a spreadsheet.
You should be able to name the operational result before choosing the technology. “Use more automation” is not a result. “Reduce the time between lead arrival and assignment,” “stop agents from re-entering policy data,” and “surface calls that need review” are results your team can observe and measure.
The strongest candidates tend to share four traits:
The work happens often enough that small delays compound.
The decision can be expressed with clear rules.
The inputs are reliable and available at the right moment.
A person can review exceptions and change the rules.
If a process depends on incomplete data, nuanced consumer needs, or a judgment call with material consequences, keep a person in the decision. Automation can prepare the context, flag an issue, or recommend the next step. It should not hide how the decision was made.
Seven insurance workflows worth automating first
1. Lead intake and routing
Lead routing is often the best place to begin because it is high-volume, time-sensitive, and governed by rules your agency already uses. A manual process can delay the opportunity and make the assignment hard to explain later.
Start by defining what makes an agent eligible: state, product, line of business, team, schedule, capacity, lead source, or another approved rule. Then define priority. Eligibility answers who can receive the lead; priority answers who should receive it first.
The owner-level measure to watch is not simply “more leads routed.” Watch time to assignment, rejected or transferred leads, contact rate/abandon rate by source, and the percentage of routing decisions that required manual correction. A fast routing system that regularly sends calls or leads to the wrong agent is not an improvement.
2. License and eligibility checks
License checks belong next to routing, not in a separate spreadsheet that someone remembers to update. When a workflow depends on an agent’s state authority or product eligibility, this should inform the assignment before the consumer reaches the agent.
Automation can compare the lead’s state and product context with the agency’s approved eligibility data, then route only when the rules match.
When platforms enable it, automatically syncing license-status updates is also very helpful to keep these rules up to date and your workforce productive after license renewals.
Your agency remains responsible for the rules, trusted data sources, and review process. Build a cadence for validating both the data and the configuration rather than treating setup as permanent.
3. Scripts and conversation context
An agent should not have to search a shared drive for the right script after a call connects. The workflow can use known information—product, campaign, state, lead source, customer type, or stage—to present the approved script and relevant customer history in the same workspace.
This is a good example of automation supporting the agent rather than speaking for them. The system handles retrieval and context. The licensed agent handles the conversation, listens for what does not fit the expected path, and exercises judgment.
Measure whether the correct script appears and whether changes reach the full team. For an FMO or upline, shared starting points can improve consistency while each agency retains control of its data, setup, permissions, and approved variations.
4. Policy-data handoff after enrollment
Quoting and enrollment platforms do a different job from an agency operating platform. The enrollment tool supports the quoting or submission process. The agency still needs the resulting policy and customer information in the system its team uses for service, follow-up, reporting, and future conversations.
Without a connected handoff, staff retype data and create records that may not agree. A better workflow carries approved enrollment results to the customer record.
Track the percentage of records that arrive complete and the time between enrollment and usable policy visibility. Do not measure success by the number of fields copied. Measure whether the next person can trust the record and take the right action.
5. Compliance review and quality assurance
Manual sampling can miss patterns because reviewers only see a fraction of the work. Automation can help organize call recordings, transcripts, scorecard checks, and flags so reviewers spend more time on the conversations most likely to need attention.
But human review remains essential. Managers should be able to see the evidence, correct a mistake, document the resolution, and update the scorecard if needed.
Before expanding the workflow, compare automated flags with reviewer decisions. Look for false positives, missed issues, scorecard sections that produce confusion, and teams that need clearer guidance. This turns compliance automation into a review system your agency can improve—not an opaque score that people learn to ignore.
6. Follow-up and task creation
Follow-up breaks when the next step lives in someone’s memory. Missed calls, requested callbacks, incomplete applications, upcoming appointments, and unresolved service questions should create clear work with an owner, due time, customer context, and completion state.
Begin with a narrow trigger that is easy to verify. For example, an unanswered inbound call can create a callback task attached to the customer record. The agent should see why the task exists and what happened before it. Managers should see whether the work was completed, reassigned, or allowed to age.
Avoid building a task factory. If every minor event creates work, agents will tune out the queue. Review task volume, completion time, and unnecessary closures to see whether your rules help or add noise.
7. Reporting and operating visibility
Reporting should be the result of connected workflows, not a separate reconstruction project. When calls, leads, customer records, dispositions, policy data, compliance reviews, and tasks share consistent identifiers, the agency can answer operational questions without stitching together exports every week.
Automate the repeatable reporting layer first: agreed definitions, data checks, role-based dashboards, and meaningful alerts. A dashboard can show that conversion changed by lead source; your team still determines why.
Start with a small set of numbers tied to owner decisions. Lead response time, contact rate, conversion by source, task aging, and CPA (cost per acquisition) are often more useful than a dashboard packed with activity counts.
A practical order for your first 30 days
Do not launch all seven workflows at once. Pick one process with a visible owner and a reliable baseline.
Week 1: Map the current workflow. Follow five to ten real examples. Record each handoff, delay, re-entry point, exception, and decision. Ask where people compensate for missing data or unclear rules.
Week 2: Define the rule and the escape hatch. State the trigger, required inputs, expected action, owner, success measure, and conditions that send the work to a person. If the team cannot explain the rule plainly, the process is not ready to automate.
Week 3: Pilot with a limited scope. Use one team, product, lead source, or state group. Keep the previous process available long enough to compare outcomes and recover from bad assumptions.
Week 4: Review the evidence. Compare the baseline with the pilot. Count manual touches, corrections, unresolved exceptions, and downstream effects. Expand only when the workflow is easier to understand and control.
Insurance automation software evaluation checklist
Software should fit the operation you want to run, not force your team to work around the demo. Use these questions when comparing an integrated platform, point tools, or custom connections:
Can we define eligibility, priority, and exception rules without depending on a vendor for every change?
Does the workflow use the same customer, call, lead, policy, and agent data across steps?
Can an agent or manager see why an action happened?
What happens when data is missing, late, duplicated, or contradictory?
Are permissions specific enough for agencies, teams, managers, and uplines?
Can we measure the business outcome, not just the number of automations run?
Does the platform integrate with our quoting and enrollment tools?
Can we audit changes to rules, records, and outcomes?
How will we test, reverse, and improve a workflow after launch?
The answers will also clarify whether another point tool helps. If a new tool creates a second source of truth, another login, or a manual reconciliation step, its local efficiency may become an agency-wide cost.
What should stay under human control
Automation is strongest at moving information, applying known rules, and surfacing exceptions. People should remain responsible for consumer conversations that require empathy or judgment, disputed or ambiguous records, compliance conclusions, and broad rule changes.
Your team should know when the system can act, when it can recommend, and when it must stop and ask for review.
Build an automation foundation your agency can trust
The first win is not the most impressive demo. It is a workflow your team understands, uses, and can improve. Begin with a frequent operational problem, connect the data needed to solve it, preserve a visible path for exceptions, and measure the result. Then use what you learn to choose the next workflow.
That sequence keeps the owner in control while the technology handles more of the repetitive work underneath the agency. If you want to see how Onyx connects lead routing, CRM, calls, compliance, follow-up, and reporting in one insurance-native platform, book a demo.
Insight
Send Your Best Calls to Your Best Closers
This is a short version of The Onyx Operator — regular insights delivered to agency owners and leaders on Onyx Platform.
Onyx calculates a level for every agent, updated daily from their actual performance. The calculation is simple but powerful. Here is why that number matters.
Agencies route the next inbound call to whoever has been waiting longest. It feels fair, but it quietly means the premium call you paid top dollar for lands on whichever agent happens to be free, not the agent most likely to close it. You bought the lead. The queue decides the outcome.
Two features fix that, and both are already in Onyx Platform.
First, the routing strategy. Switch Inbound Call Routing to Agent Level. The next call goes to the highest-level available agent. New agents get a boost, so your bench still gets reps.
Second, per-source prioritization. On any call buying source, you can add rules that gate eligibility by level and wait time. A common setup: higher-level agents take calls from that source immediately, everyone else becomes eligible after 120 seconds of waiting. Your proven closers get first claim on the expensive calls, but all other agents still get to close and access to high-quality calls.
The payoff: more closes from the same ad spend, because the leads you paid the most for consistently reach the agents most likely to convert them. And this shows in the data as you can see above. Real Onyx usage shows a 7.4% increase in policies sold.
Talk to us if you want to see these performance gains at your agency.
Insight
Onyx Data Shows That Coaching Improves Agent Conversion
This is a short version of The Onyx Operator — regular insights delivered to agency owners and leaders on Onyx Platform.
We looked across agencies that lean hard on live call monitoring. Two patterns showed up. Some managers go wide — a few minutes spread across many agents. Others go deep — long, focused listening sessions with a smaller group. Wide-and-shallow barely moved the numbers. The deep sessions are where conversion actually climbed, and it scaled with intensity: the most-coached agents in those agencies improved conversion by 3.5 percentage points (see the chart at the top for details).
The play the strongest agencies run is to concentrate their coaching firepower — fewer agents, longer sessions, aimed at the people most likely to improve. Onyx Listen & Whisper is what makes those deep sessions practical: managers monitor live calls and coach in-ear in real time, without breaking the call.