Why haven't I heard of this?

Because you're looking at the wrong number. This isn't a discount on what you buy today. It's a different channel, a different price, and in several cases a different funding structure underneath.

Three things make the math work. First, the savings come out of what care and overhead cost, not out of what your people receive: better-rated doctors at 27% lower episode cost, planned surgery at bundled prices, prescriptions sourced outside the retail chain. Second, most of these programs are paid out of the savings they create, so there is no upfront cost to justify and no margin stacked on top. Third, several sit entirely outside the benefits P&L: indirect spend, insurance lines, payroll-tax-advantaged cashflow.

Nothing here depends on you cutting a benefit, shifting cost to staff, or hoping utilization drops.

Distribution, not merit. Carriers appoint brokers. Appointment defines the shelf, and commission lives on that shelf. Programs paid on contingency out of savings pay no commission, so they never enter that channel. They aren't hidden. Nobody is carrying them to your desk.

99% of the brokers we talk to don't know these solutions exist. That isn't a knock on your broker; it's a structural fact about how benefits are sold in this country. Most brokers are glad to finally see them, which is why we ask you to bring yours into the analysis.

You don't need to change brokers to fix it.

They are. Thousands of employers and millions of employees already run these programs and save billions a year. What's unusual isn't the programs. It's having all of them in one place, vetted, negotiated and assembled into a single structure by people who know which ones actually interact.

Most employers meet one of these at a time, from a vendor selling one thing. That's why it looks new. Stack them properly and the curve bends negative, which is the part almost nobody sees.

Probably a single point solution. Someone selling telehealth, or a discount card, or a wellness program. Those are real, and one of them alone rarely moves a P&L.

The difference is structural. We start with how your plan is funded and priced, because that decides more than any program layered on top. Then we add the levers that compound with it, and we deliberately avoid the ones that overlap. A program that duplicates something your plan already does adds cost without adding savings. Knowing which lanes conflict is most of the work.

Three reasons, and none of them is a slogan.

We've sat on the other side of the table. Our partners have run analytics, data science and health economics centers of excellence inside the largest US healthcare payers, and have served as CEO, COO and private equity operators. When you know how a payer builds its pricing model, you know where the margin is hiding. That is not a perspective a broker can buy.

We work the channels nobody is looking at. Not because they're secret, but because no commission flows through them, so no one has a reason to go find them. That's the whole thesis: the best savings aren't hidden, nobody is looking for them.

We're paid only out of what we save you. That aligns us completely. If we recommend something that doesn't produce, we don't get paid, so we have no incentive to sell you a program that looks good on a slide.

Then you're further ahead than most, and it still applies. We habitually find 10 to 30%+ more even after a company has fully optimized its costs across 60+ categories, because those optimizations almost always happened one category at a time, inside the same channel, against the same benchmark.

Good benefits and low cost aren't the same question either. A generous plan can still be paying facility rates nobody benchmarked, a pharmacy contract that keeps the rebates, and a carrier margin nobody negotiated. We frequently improve the benefit and lower the cost in the same motion.

The analysis is free. If your costs really are optimized, you'll find out in days at no risk.

High turnover is a reason to start, not a reason to skip. Traditional benefits assume people stay and enroll. When most of your crew declines the medical plan, you're funding coverage most of your people never touch.

These programs pay out per pay period, not per plan year. Earned wage access costs you nothing and produces +49% retention, 35% lower turnover and 2x job applicants. The supplemental wrap returns cashflow every pay period and reaches employees who never qualified for major medical at all. Participation runs 95%+ among eligible employees, because the value is immediate and obvious.

One W-2 employee is enough. There is no minimum. At roughly $2,000 per employee per year, twelve people is $24,000, and $0 upfront means the smallest group adopts this exactly as easily as the largest because neither one is paying anything up front.

There's no ceiling either. Startups through the Fortune 500 already run these programs, across every industry, in all 50 states. It's per employee, so the math is identical at 10 and at 10,000.

Roughly $2,000+ per employee, per year. That ratio holds at any headcount, on any funding type. About $100,000+ per year for every 50 people. Multiply your headcount by $2,000 and compare it to the increase sitting on your desk.

Underneath that: 11 to 17% off medical from steerage to better-rated doctors, 15 to 25% off pharmacy with 100% of rebates passed through, 15 to 30% off facility cost with reference-based pricing, 30 to 50% off cash-paid procedures, 30 to 40% of the carrier spread returned through the risk layer, and 10 to 30%+ off indirect spend outside the benefits P&L entirely.

We have a 98% success rate cutting spend 35% or more. Stacked, this produces flat or negative year-over-year trend rather than a smaller increase.

$0 upfront. Full contingency, billed in arrears out of the savings created. No savings, no invoice.

That means it never becomes a capital request or a new budget line. It creates room in one. There is never any cost for the analysis either, whatever you decide afterward.

Where programs carry a per-member price, it's published: pharmacy under $100 per employee per year, pharmacy plus unlimited virtual care under $250, and the supplemental wrap returns up to $988 per employee per year rather than costing anything. Members who can find these benefits at all typically pay 10 to 16 times more.

Less than most people expect, and it never includes personal information or PHI.

Usually a report that takes under two minutes to pull from your payroll or accounting software, plus a census with no names attached. For indirect spend it's one A/P or GL statement. For a self-funded plan we can go deeper with claims data if you want a more precise number, but we don't need it to start.

No RFP. No committee. No procurement cycle.

Almost nothing. It's white glove and fully managed on our side: implementation, enrollment, member communications, support and ongoing reporting.

Your team's involvement is measured in hours, not weeks. Insurance renegotiation takes under two hours of your time. There's nothing new for your GMs or site managers to administer, no new system to learn, and no new headcount. The programs ride your existing payroll and HRIS rails with clean file feeds.

Savings are validated and reported to you every month, so you're not taking anyone's word for it.

A 15-minute call. Headcount, funding type, renewal date, and what you'd fix first. We tell you which levers apply to you and which don't.

A no-cost analysis. We model your actual spend and hand back a hard, defensible number in days, with the mechanism behind each dollar so your CFO can check the math.

You decide, we deliver. Live in 30 to 45 days, fully managed. Savings validated and reported every month after. Start with one lever and add the rest whenever you want.

Live in 30 to 45 days from decision, fully managed. Some levers move faster: denial automation is live in one to two weeks, cost-saving payroll bolt-ons land on the next pay period.

And no, you don't wait for renewal. Pharmacy contract terms and indirect spend pull any time. Insurance lines pull at each policy date. Clinical programs take 30 to 45 days. Most of this starts before the renewal conversation even opens, which is the point: waiting for the anniversary date costs a year of savings you could have had.

Get the number first. It costs nothing, needs no PHI, and takes about two minutes of someone's time to pull the input. A hard figure with the mechanism behind each dollar is a far better internal conversation than a proposal.

Then bring the people who'll ask the hard questions: your CFO, your broker or trusted advisor, and your counsel if the structure warrants it. We'd rather be reviewed than believed. Nothing about this requires you to displace anyone you already work with.

If you want to be careful, pilot. One location, one region, one franchisee, one segment of the book. Prove it small, then scale it.

We do. Full contingency. We earn nothing unless you save, and we're paid out of the savings we create. No savings, no invoice. That's the whole agreement.

The most you can lose is the meeting time.