PROVEN Strategies. Meaningful Impact.
Impact Stories
Explore these stories to dive deeper into ways we leverage our unique JA processes to Evolve® organizations from a state of passive risk to proactive plan management for their journey ahead.
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A PROFESSIONAL SERVICES FIRM IN A COMPETITIVE MARKET
The Culture-First Benefits Audit
Their benefits looked exactly like their competitors’—functional but sterile. They weren’t using their health plan as a culture tool, and as a result, they were losing top performers to firms that offered a more supportive and human experience.
A PROFESSIONAL SERVICES FIRM WITH HIGH UTILIZATION
Direct Primary Care Integration
Employees were experiencing long wait times for basic primary care appointments, leading to a reliance on high-cost urgent care and emergency rooms. The traditional insurance model was prioritizing volume over patient-doctor relationships, leaving chronic conditions poorly managed.
A MANUFACTURING FIRM WITH HIGH CHRONIC RISK
Metabolic Health & Diabetes Reversal
The organization’s medical spend was increasingly dominated by claims related to type-2 diabetes and its complications. Their existing disease management program was reactive, focusing only on medication adherence rather than addressing the root causes of the condition.
A TECHNOLOGY FIRM WITH A HIGH-PERFORMANCE WORKFORCE
Strategic Wellness & Chronic Care
The organization was seeing a steady increase in claims related to mental health and metabolic conditions. Their existing wellness initiative was a passive, check-the-box program that failed to engage the employees who were most at risk for high-cost medical events.
A LARGE INDUSTRIAL EMPLOYER IN A RURAL SETTING
Direct Contracting for High-Value Care
The organization’s workforce was being treated by a single dominant health system that dictated pricing and terms. This lack of competition was driving costs higher while quality metrics remained stagnant, leaving the company with few options for cost containment.
A MUNICIPAL GOVERNMENT ENTITY
Site of Care Optimization
Employees were frequently utilizing high-cost hospital-based facilities for routine outpatient services like labs and imaging. There was no mechanism in place to direct members to high-quality, lower-cost independent facilities that provided the same clinical outcomes.