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 MID-SIZED FAMILY BUSINESS SEEKING STRUCTURAL STABILITY
ERISA Standards & Plan Governance
The company had grown quickly but their plan governance had not kept pace with their size. They lacked a formal benefits committee and their plan documents were outdated, leaving them vulnerable to Department of Labor audits and internal inconsistencies.
A GROWING FIRM CROSSING THE 100-EMPLOYEE THRESHOLD
The Compliance & Fiduciary Guardrail
As the firm expanded, they were suddenly subject to complex federal regulations and filing requirements they were not prepared for. Their existing support system was not equipped to handle the intricacies of the Consolidated Appropriations Act (CAA) or the new transparency rules.
A REGIONAL SCHOOL DISTRICT WITH 500 EMPLOYEES
The Fiduciary Oversight Audit
The district’s benefits plan had been on autopilot for years, managed by a legacy broker with little oversight of vendor contracts. There was no formal process to audit pharmacy rebates, claims accuracy, or administrative fee structures, leaving the board exposed to liability.
A MISSION-DRIVEN NON-PROFIT ORGANIZATION
Transparency in Plan Assets
The organization’s board was concerned that their healthcare dollars were being spent in a way that didn’t align with their ethical values. They suspected that hidden commissions and opaque pricing were draining funds that could otherwise be used for their community mission.
A REGIONAL MANUFACTURING COMPANY
Independent TPA & Data Sovereignty
The company was using a bundled administrative model where the insurance carrier controlled the data and the claims processing. This created an environment where leadership had zero influence over how their claims were managed or how their data was being used.
A MISSION-BASED ORGANIZATION SEEKING ALIGNMENT
The Ethical Pharmacy Transition
The organization’s pharmacy plan was being managed by a large national PBM that was profiting from high drug prices and withholding rebates. This extractive model was the opposite of the organization’s commitment to ethical business practices and fair dealing.