Chris Cruger

Interdisciplinary collaboration is a competitive advantage in the funeral service and cemetery professions. In the January 2026 issue of The Director, I, arguing that personalization would define success in 2026 and beyond, challenged you to stand out. I urged you to move past sameness and create experiences that feel authentic, intentional and human. Well, in this month’s column, I will address how to accomplish this. Personalization does not happen in isolation. It cannot be owned by one department, one leader or one role. The most meaningful, differentiated experiences are created when people with different expertise, perspectives and responsibilities work together toward a shared goal. This is where interdisciplinary collaboration comes in. In today’s funeral service and cemetery professions, the complexity of business has outpaced the siloed way in which many organizations still operate. Operations, sales, marketing, preneed, finance, leadership, etc., […]

Personalization as the new advantage in 2026. Each January creates a natural pause – a moment to reset, refocus and reimagine what’s possible. For funeral home owners and cemetery operators, 2026 isn’t just another year on the calendar. It’s the start of a new era for the profession – one defined by personalization, differentiation and the courage to stand apart. Over the past two years, this column has explored various avenues of business. In January 2025, for example, I explored three pillars of success: self-awareness, proactive planning and strong culture. In November 2025, I urged you to build your 2026 strategic plan so that you could act with purpose and discipline at the start of the new year. Now, it’s time to take the next step. Strategy and awareness mean little without execution. And in 2026, execution will be measured […]

Each November, business leaders in every profession pause to look ahead. For funeral home owners and cemetery operators, this isn’t just an annual exercise in forecasting; it’s an opportunity to figure out whether the next year will bring growth, stability or stagnation. If 2025 taught funeral home owners anything, it’s that they can no longer afford to coast. Consumer expectations are evolving faster than the profession can respond. Competition is intensifying. Technology– particularly artificial intelligence – is advancing at breakneck speed. The firms that thrive in 2026 will be those that prepare with clarity, intentionality and discipline right now. This past year, in this column for The Director, I’ve explored themes that point toward this moment. These include the education gap with families, the role of valuations as business self-care, the complexities of succession, the digital avalanche that’s shaping consumer […]

Why ongoing education is funeral service’s secret weapon, and six actionable steps you should take. If you remember the era of the “after-school special,” you’ll probably recall that these television shows weren’t just entertainment – they were designed to teach life lessons. The programs aimed to leave a meaningful impression and often tackled important topics through storylines that helped the audience reflect, learn and grow. The funeral service profession could benefit from this sentiment regarding lifelong learning. Today, the profession finds itself at a point where education – education for your teams and the families you serve – has become more important than ever. As consumer expectations shift and the complexity of your services increases, your ability to inform must grow in tandem. The Education Disconnect Now in its sixth year, the 2025 “Funeral & Cemetery Consumer Behavior Study” (FCCBS), […]

Funeral and cemetery professionals are natural caregivers. They serve grieving families with empathy, walk alongside them during life’s hard moments, and ensure that every detail of every service is handled with care. But in the process of supporting others, those same caregivers can neglect their own needs and those of their firm. There’s a lot of talk about self-care these days – and for good reason. Burnout and compassion fatigue are real risks in funeral service. But self-care isn’t just about bubble baths and meditation. It’s also about financial clarity, operational stability and long-term peace of mind. In short, it’s about taking care of your funeral home, too. One of the most powerful means of professional self-care is something many funeral directors only associate with selling their firm: a business valuation. This article reframes that misconception and demonstrates that a […]

Plotting the transfer of ownership of your firm –something you should start right now. Written by Chris Cruger and Jared Tanke In 2023, NFDA conducted a succession-planning study that provided valuable insights into how funeral home owners plan to exit the profession. One of the notable findings was that 55% of respondents said they would prefer to sell or transfer their business to a family member or key employee. This reflects how deeply rooted many funeral homes are in their communities. Unlike many other businesses, funeral homes often are tied to the identity of the owner and their values and service legacy. Maintaining continuity through trusted family or team members is a natural choice, but it’s a complex one, too. Succession planning isn’t just about naming a successor and stepping aside. It’s about ensuring the long-term stability of your business, […]

New data spells out what consumers want from funeral service, but are practitioners listening? Every year, The Foresight Companies takes a hard look at how consumer attitudes and behaviors have evolved regarding funeral service. Unfailingly, we uncover both new insights and repeat challenges. Foresight’s 2025 Funeral and Cemetery Consumer Behavior Study is no different. The data is rich. The insights are clear. The message is urgent: The consumer is changing, but are funeral service practitioners? This year’s study gathered feedback from more than 5,000 consumers and nearly 500 funeral service professionals. This gives us a 90% degree of confidence in the information we gathered, straight from the mouths of consumers and funeral service professionals. The data tells a story of a profession somewhat stuck in neutral while the world around it continues to shift. Consumers are more digital, price-conscious and […]

Embracing innovation while honoring tradition. The funeral service and cemetery professions have always stood at the intersection of tradition and adaptation. From the beginning, their focus has been on providing comfort, care and dignity to families during highly challenging times. Despite this heritage, however, funeral service is similar to other professions and therefore not immune to the rapid advancement of technology. Artificial intelligence (AI) has found applications across various sectors already, and it is now making its way into funeral home and cemetery operations. When I was first approached about the AI concept for funeral service four or five years ago, I confess I didn’t see the fit. I was wrong, however, and now see that AI is transforming the profession. In order to come to that realization, however, I had to understand how such a deeply human-centered vocation – […]

As Foresight’s annual Funeral and Cemetery Consumer Behavior Study has revealed for the past five consecutive years, competition is intensifying and technology is reshaping how funeral and cemetery professionals connect with clients as consumer preferences and expectations evolve. To not just survive but to thrive in this dynamic environment, funeral homes need a robust strategy built on three fundamental pillars: self-awareness, a proactive business plan and a strong, supportive culture. These elements are inextricably linked; together, they create a synergistic approach to success. The Power of Self-awareness Success begins with a multifaceted understanding. In the funeral home context, this requires a keen awareness of three critical areas: yourself, your business and your community. Self-Awareness: The capacity to understand your own emotions, thoughts and behaviors is paramount for effective leadership. For funeral home owners and managers, this translates into a realistic […]

How to assess your current status and plan for success in the final stretch of 2024. As we wrap up summer and head into the final stretch of 2024, it’s time to pause to take inventory of what the first two-thirds of the year brought and assess both what has gone well and the things that haven’t met expectations. In March, this column explored how planning and execution lead to business success. Here, I’m refocusing on that subject to help you position yourself for a successful finish to 2024.  Assess Your Current Status As the challenges in your small business and profession mount, it’s critical to have real information and awareness of your business and the market around you. You need good, consistent data; having little or no information is even more reason to recalibrate for a better finish to the […]

In the January issue of The Director, I wrote about the importance of planning, awareness and accountability as the bedrock of your business success in 2024. Having a plan is the first critical step. Next, and most important, is execution – putting a predetermined course (your plan) into action. It means carrying out tasks, activities and steps outlined in your plan to achieve your goal(s). If you don’t do those things, your plan will likely fail. In other words, a well-crafted plan is just the beginning. Its true power lies in the commitment and discipline necessary to make it happen. Execution marks the real difference between success and failure. Clearly Defined Roles The key starting point is laying out clearly defined goals about what you want to achieve. Make sure they are specific, measurable, achievable, relevant and time-bound, i.e., SMART […]