MRThe right benefits structure for your company, built from your numbers and run all year.
For small and midsize businesses at a turning point. I compare the funding options, fit the strategy to your goals with the math behind it, and then handle implementation and the year that follows.
Renewal shouldn't be a take-it-or-shop-it decision
Health insurance renews every year with a higher number and a short deadline. The usual choices are to accept the increase, raise the deductible, or shift more of the cost to employees. Few companies ever see all of their options side by side, with what each one does to cost per employee, employee take-home pay, and the bottom line.
More than one way to engineer a benefit strategy
- A better base plan. I search the market for the plan that fits your workforce and budget.
- MERP (medical expense reimbursement plan). A higher-deductible base plan paired with employer reimbursement, so employees stay covered and the company controls spend.
- Supplemental-only. A benefits package for companies that aren't ready for group medical yet.
How it works
- Baseline. We review your current plan, renewal, census, and cost per employee, so you know what you're spending and where it's heading.
- Design. I model the options side by side, with the cost, the tradeoffs, and who each one fits.
- Decide. You get a strategy fit to your goals, with the math behind it, presented in a deck with next steps and a timeline.
- Implement. Enrollment and administration run through Employee Navigator, so HR isn't chasing paperwork.
- Run the year. Employee questions come to me instead of HR, I watch how the plan performs, and renewal becomes a planned review.
Once I have your data, it usually takes two to three weeks to have a strategy ready to review.
What you get
- A cost baseline of your current benefits spend
- A deck comparing your options, with the strategy that fits your goals
- A presentation with next steps and an implementation timeline
- Enrollment and administration through Employee Navigator
- Support through the year and a renewal review
Where I usually come in
Benefits decisions tend to come up at a few turning points. Each one has its own problem.
Your renewal just went up.
The problem is a higher number, a short deadline, and a choice between absorbing the increase or pushing it onto employees.
What you get is a side-by-side look at every funding option, so you can make the renewal decision on your own terms.
You're growing past your first plan.
The problem is that a package built for a smaller team no longer fits your hiring, your budget, or how your people use it.
What you get is a structure designed for where the company is headed, with enrollment and administration HR can actually manage.
You acquired a company, or you're preparing to sell one.
The problem is two plans that don't match, or benefits costs a buyer is going to question.
What you get is one clean benefits setup built around your strategy, and a clear picture of what it costs.
Background
I spent more than 10 years in financial planning, ran a 60-agent health insurance agency, and worked as a claims liaison, so I've seen benefits from the pricing side, the sales side, and the claims side. I'm licensed and based in Harker Heights, Texas. Market access is through Vector Health and Emerson Rogers.
About
I moved from Hawaii to Texas to be near family, taught in Fukuoka on the JET Program, and still spend most mornings at the gym.
What happens on the first call
It takes 30 minutes. We look at your current plan and renewal date, I tell you which options could fit, and we agree on what data I'd need. You'll know by the end whether a full review is worth doing. Tell me which of these you're facing, and we'll start there.