For growing companies · Chief executive, finance, or operating sponsor
Lower the cost of benefits without taking anything away from your people
Cutting coverage is the usual lever, and your people feel it immediately. The Plan works the other way: it adds supplemental everyday care alongside the major medical you already carry, funded through a payroll structure that is modeled against your actual employee population first. You see the employee case and the company case in the same review, with named owners and approval criteria, before you are asked to sponsor anything.
The question on your desk
Do the employee services and estimated savings justify the implementation work and internal review?
From your chair
Confirm the employee use case, employer calculation, owners, and approval requirements.
Your role in this decision: cross-functional sponsor. You enter first to define the workforce and business outcome worth solving.
Named reviewers and owners
Approval criteria
An illustrative scenario
Picture the leadership meeting
Costs are up again, and every option on the table makes the offer worse for the people you are trying to keep. Finance wants the number down. Your people leaders want something employees can feel. Both are right, and the renewal in front of you satisfies neither.
The review reframes the decision: keep the major medical, add care employees will actually use, and prove the economics population by population before launch. You approve a decision with reviewers, owners, and measures attached, not a hope that participation and savings show up on their own.
This scenario is hypothetical, written for this role. It is not a customer story and it quotes no results. Your review runs on your company's real payroll, in writing, before anything is decided.
Your part of the review
What happens, and what you walk away with.
On the agenda when your role is in the room:
Business objective and population in scope
Material employee and company value
Decision team, approval gates, and executive owner
What the review puts in front of you:
Executive decision case
Cross-functional responsibility map
Proceed, pause, or decline recommendation
Approve only when the employee case, economics, governance, and rollout plan support the same decision.
Before you proceed
What has to be true, and what could go wrong.
The proposal complements current major medical
Finance and payroll validate the model
Review owners accept the operating plan
Watch for: savings estimate without an operating plan
Watch for: reviewer disagreement
Watch for: employee confusion
Where your role sits in the chapter journey:
Align the sponsor
Business objective, workforce scope, and decision team · Owner: Executive sponsor
Approve and launch
Decision record, named owners, measures, and launch gate · Owner: Executive sponsor
Start here: Provide the review objective, proposed population, and names of the finance, payroll, people, and advisor reviewers. Book the confidential employer review or go back to for growing companies.
Same company, different chair
The other roles in this decision.
Finance or payroll leader
Validate the model across the actual employee population and current systems.
Read this pagePeople or workforce leader
Explain The Plan and give employees a defined support contact.
Read this pageHealth-plan advisor, tax, or legal counsel
Test compatibility with the employer's current environment and written obligations.
Read this pageFor growing companies
You're growing, and benefits are getting complicated.
Read the full chapterYour next step
Start with a 30-minute conversation.
Bring your employee count, your payroll setup, and your current coverage. We'll tell you straight whether the math works for your company.