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.
* Represents the average 10% Cost reduction for employees
**Pre-Tax; Insurance Company Tax Rate was 21% for the period ended 12/31/19
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
Consulting and Managing Partner
Matt is a Shareholder at McGohan Brabender and serves as a Consulting and Managing Partner out of the Indianapolis office. Matt has been with McGohan Brabender since 2011. His responsibilities include evaluation, analysis, and strategic development of a client’s comprehensive benefits package. While his main focus is the overall performance of the benefit plans, Matt’s passion follows MB’s brand of “Effectively Managing the Entire Healthcare Dollar.” His responsibility is to look deeper into what is driving claims and cost and to identify areas that can be improved to deliver a healthier population. Before McGohan Brabender, Matt worked as a Senior Financial Planning Analyst, Financial Planning Analyst, and Account Executive at the Teradata Corporation. Matt graduated from the University of Cincinnati with a Bachelor of Business Administration in Finance.