Breaking The Status Quo
Needing additional resources to invest in your employee benefits programs?
Laser focused on reducing costs and increasing protection for your employees?
We thought so, which is why we established BeneRe.
Average Employee Cost Decrease
Average Annual Member Distribution
Employees Receiving Benefit Improvements
These supplemental benefits deliver far greater financial protection than dental & vision insurance...
- Provides lump-sum payment directly to the employee for injuries resulting from a covered accident.
- Covers items such as: broken bones, concussions, ambulance, stitches, burns, and more.
- Helps employees pay for their out-of-pocket expenses likes deductibles and copays.
- Provides lump-sum payment directly to the employee upon diagnosis of a covered illness.
- Covers items such as: heart attack, stroke, cancer, Alzheimer's, loss of sight, and more.
- Helps provide employees financial security and extra money to pay for items such as: mortgage, lawn care, childcare, and more.
- Provides cash benefits directly to the employee upon admittance into the hospital for a covered stay.
- Covers hospital stays for labor and delivery, surgery, accidents, and more.
- Helps employees meet the unforeseen costs associated with a hospital stay.
...but supplemental benefits have rewarded the insurance industry more than employees for far too long.
This. Really. Happens.
The traditional model is complicated by compensation
For employers who are laser-focused on fiduciary stewardship, sometimes they don’t get the full picture:
1) Pay to Play Platforms
Some platforms crowd out competition and create profits for large brokers (like supermarket “slotting fees”)
2) Incentive Misalignment
Incentive compensation plans that only pay 1st year misalign commissions with the extended period of service delivery.
3) Heaped Compensation
This leads brokers to opt for “heaped” vs. level compensation, which can run as high as 75% for certain products.
4) Low Claims Ratios
Heaped compensation in year 1 also forces insurance companies to seek low loss ratios for future years to earn their target ROI.
5) Contingent Income
Further exacerbating the problem, many brokers also accept additional contingent bonuses based upon program profitability.
6) Suppress Transparency
All of this leads to reluctance by the insurance industry to transparently report claims and compensation due to poor optics.
7) Consulting Bank
Excessive Comp in year 1 creates a “bank” for services controlled by the broker; eventually bank balances run low…
8) Enrollment Flywheel
So face-to-face enrollment firms, often owned by the broker, are engaged to periodically re-enroll your employees with new carriers.
9) Carrier Hopping
…and then brokers recommend changing carriers every three years to chase heaped compensation once again – it’s a vicious cycle.
Compensation Erodes Employee Value.
BeneRe’s model disrupts the status quo.
In the traditional model, commissions are high and the lower the claims, the higher the profits for the insurance industry.
BeneRe’s model fundamentally changes the way the game is played. Commissions come down, transparency goes up and the lower the claims, the higher the dividend for reinvestment for employees.
Typically employees receive a 10% cost reduction, strong enhancements to plan designs and employers receive dividends for benefits reinvestment. Employees are the biggest winners in the BeneRe model.
Putting Distributions to Work
We believe that value and transparency are what everyone deserves.
Benefits of Participating Members include:
Three important things to keep in mind:
1. Employees win first via better plans at better prices or we don’t proceed.
2. Employers get quarterly reports that allow them to track BeneRe’s performance.
3. All underwriting gains go back to the employer’s plans for reinvestment in programs.
“We had been frustrated by a total lack of transparency. Not anymore.”
– Fortune 200 CHRO
“What am I missing here… why wouldn’t everyone do this?”
– Fortune 500 CFO
“Our employees received much better plans at much better prices.”
– Large Healthcare Head of Benefits
Get In Touch
Henry T. Van Dellen, JD, Senior Vice President, Business Development Employee Benefits
Henry Van Dellen is Senior Vice President, Business Development for USI. He has more than 25 years of experience delivering employee benefits and human capital solutions to employer clients. Henry has a diverse background in law, government, entrepreneurship and sales, and consulting team management, as well as a vast personal network of business associates that he leverages on behalf of his clients.
Prior to joining USI, Henry was Senior Vice President at Aon plc from 2005-2017. After more than nine years serving as Aon Hewitt’s Health & Benefits Local Practice Leader in Minneapolis, Henry moved into a full-time business development role for the firm in 2014, organizing teams and solutions mainly solving for the human capital and employee benefits needs of mid-sized employer clients.
Henry was Vice President and Employee Benefits Practice Leader of Willis of Minnesota from 2004-2005, where he was primarily responsible for growing and retaining H&B consulting accounts.
Before that, Henry managed HealthPartners’ Strategic Opportunity Group within Broker Sales from 2003-2004, which became the highest-growth broker sales team at HealthPartners under his leadership.
As Founder and CEO of QuoteLab, Inc. from 2000-2003, Henry led the business which was a forerunner of modern health insurance exchanges and provided underwriting data exchange services to third-party administrators and reinsurers of health plans.
Prior to founding QuoteLab, Henry practiced health care, ERISA, and employee benefits law for ten years, from 1990-2000. He served as Associate General Counsel at EBP HealthPlans and First Health (respectively the largest TPAs in the U.S. in the mid-1990s), and as General Counsel/Sr. VP of The Araz Group (now America’s TPA), a Minnesota-based managed care company.
As an engaged civic and community leader, Henry also served in the Minnesota House of Representatives from 1992 to 2000, rising to the rank of Assistant Majority Leader. He was appointed by Governor Tim Pawlenty to Chair the MNPass Task Force in 2003 and also to serve on his Health Care Reform Task Force in 2010.