Healthcare Strategy · Southeast US
Build a Health Plan That Performs Like a Business Asset
Most employers manage healthcare as a renewal event.
We design it as a governed financial system.
Built for employers with 25–250 employees across the Southeast.
10+ Years Southeast Experience
Mid-Market Specialist · 25–250 Employees
Strategy-First · No Carrier Pressure
Avg. $2,000/Employee Annual Savings
Joey Hall · Point of View
Joey Hall
If the architecture doesn't change, the result rarely does.
$2K
Average annual savings per employee
Following structural redesign from fully insured models.
15%
Typical annual renewal increase
What fully insured employers absorb without structural change.
#2
Largest employer expense after payroll
Yet healthcare rarely gets the governance model it deserves.
The Problem
Mid-Sized Employers Are Often Using the Wrong System
Fully insured models were designed to transfer risk — not to actively manage cost drivers. For employers with 25–250 people, this creates a predictable trap.
Carrier-Driven Renewals
Renewal is a process designed for the carrier — not the employer.
Opaque Vendor Economics
PBM rebates and network fees are rarely disclosed.
Volume-Based Incentives
Traditional models benefit from your spend, not your savings.
No Claims Visibility
Without your data, you can't manage what you can't see.
Carrier Sets Terms
Annual Renewal
Rate Increase
Cost Shift to Employees
Repeat annually. No structural change.
vs
Carrier Sets Terms
Annual Renewal
Rate Increase
Cost Shift to Employees
✓ Transparent. Improving. Year-round.
How We're Different
A Structured Advisory Model — Not a Quoting Function
We operate as a strategic partner to your leadership team — focused on funding structure, incentive alignment, and performance governance, not carrier marketing cycles.
Joey Hall
Founder · Remedy Advisors · York, SC
Methodology
Remedy Performance Architecture Model™
Four integrated layers. When they align, cost volatility decreases and outcomes improve year over year.
01Layer 1
Funding Strategy
Evaluate fully insured, level-funded, or self-funded structures against your risk profile.
02Layer 2
Incentive Alignment
Redesign incentives to guide employees toward high-quality, high-value providers.
03Layer 3
Vendor Transparency
Assess PBMs, networks, and vendors with objective cost and performance metrics.
04Layer 4
Performance Governance
Implement reporting cadence, benchmarking, and accountability reviews year-round.
Healthcare is your second-largest expense. It deserves a governance model — not a renewal ritual.
Four integrated layers. When they align, cost volatility
decreases and outcomes improve year over year.
Common Questions
We Address These Concerns Before You Have to Ask
Structural change raises real questions. Here's how we think about each one before any recommendation.
Clarity first. Strategy second. Decision third.
No obligation. No carrier pressure. No unsolicited follow-up.
Risk Exposure
Alternative models evaluated against your actual claims profile and risk tolerance before any recommendation.
Employee Disruption
Plan changes improve clarity and access. Employee communication is part of every transition.
Administrative Burden
Operational complexity matched to your internal team's actual capacity.
Bad Claims Years
Stop-loss structure and funding buffers modeled before implementation.
Measured Case Examples
Structural Change in Practice
Industry
banking
Regional Bank, Southeast
Employees: [##]
Condition: Fully insured renewal volatility
Change: Funding model evaluation and incentive redesign
✦ Result: [Insert quantifiable outcome]
Industry
banking
Professional Services Firm
Employees: [##]
Condition: Opaque vendor economics, limited data access
Change: PBM audit and vendor transparency review
✦ Result: [Insert quantifiable outcome]
Industry
Non-profit
Non-Profit Organization
Employees: [##]
Condition: Rising costs, limited strategic resources
Change: Level-funded transition with performance governance
✦ Result: [Insert quantifiable outcome]
Why Timing Matters
Structural Change Requires Runway
– Architectural adjustments can't be executed under renewal deadline pressure
– Meaningful evaluation requires data review and financial modeling
– Waiting until renewal season limits your strategic options
The strongest transitions begin months before renewal.
Now — Start Here
Plan Architecture Review
Objective assessment of your current structure — no obligation
1–2 Months Out
Strategic Roadmap
Financial modeling, recommendations, and implementation planning
Before Renewal Window
Structural Transition
Implementation and carrier coordination in place
Renewal Day
Governed Plan in Effect
Year-round oversight and performance reporting begins