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Oceanus Partners Large Account Survey

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Table of Contents

Executive Summary ........................................................................................................................................................................................................................................................................3

Panel of Experts................................................................................................................................................................................................................................................................................3

Methodology ......................................................................................................................................................................................................................................................................................3

Results/Findings .................................................................................................................................................................................................................................................................................3

Demographics ......................................................................................................................................................................................................................................................................3

Current Market Penetration ..........................................................................................................................................................................................................................................4

Analysis of Large Account Market Pentration.................................................................................................................................................................................................................4

Future Strategy ......................................................................................................................................................................................................................................................................5

Analysis of Strong Value Propositions for Large Accounts .....................................................................................................................................................................................5

Leveraging Data ................................................................................................................................................................................................................................................................................5

Demonstrating Innovation ..........................................................................................................................................................................................................................................................6

Group Health Value Proposition ..........................................................................................................................................................................................................................................6

Workers’ Compensation Value Proposition ....................................................................................................................................................................................................................6

Conclusion ...........................................................................................................................................................................................................................................................................................7

Become a Consultant ....................................................................................................................................................................................................................................................................7

Get Attention with Data Analytics ........................................................................................................................................................................................................................................8

About The Authors ........................................................................................................................................................................................................................................................................9

About Oceanus Partners .........................................................................................................................................................................................................................................................10



Page 3

Executive Summary

Annually, Oceanus Partners conducts a survey of independent insurance

agents. Its most recent survey focused on opportunities available to

producers in the large account space.

The goal in conducting this survey was to gain a better understanding of the

current large account strategies of independent agents, and then develop

a variety of offerings for agents interested in either enhancing their current

position or developing large account employer strategies.

The survey focused specifically on two large-account markets:

w Group health insurance for companies with 500+ employees

w Workers’ compensation for accounts with premiums greater

than $500,000

Oceanus Partners’ analysis of the survey revealed that roughly 75% of the

independent insurance agents responding operate in the property and

casualty and the employee benefits arena. It was also revealed that:

w In the above 500 employee group health market, about 75% have little

or no penetration into larger accounts

w In the greater than $500,000 workers’ compensation premium market,

about 70% have little or no penetration

Finally, respondents indicated that, if they had a strong value proposition,

they would pursue larger accounts in the markets identified.

It is the belief of Oceanus Partners that, contrary to common perceptions,

these large accounts are no longer solely the domain of the “mega” brokers.

In fact, there is frequently less competition and greater opportunity in large

accounts.

In writing this white paper, Oceanus Partners called upon several leading

insurance experts who specialize in group health and workers’ compensation

to include their insights on what independent agents and brokers need to do

to position themselves for breaking into the large account market.

The Panel of Experts

w Frank Pennachio and Susan Toussaint, co-founders and coaches at

Oceanus Partners, a consulting firm that provides revenue-generating

solutions to insurance professionals

w Timothy Coomer, CEO of SIGMA Actuarial Consulting Group, a provider

of property casualty actuarial consulting services

w Brian Cullen, managing director of group marketing at Medcor, a company

that provides health decision-making support to patients at the moment

injuries occur or at the onset of illness.

w Si Nahra, president and co-founder of Health Decisions Inc., a company

specializing in post payment and enrollment data auditing services to group

health benefit clients

Methodology118 insurance professionals responded to this survey conducted by Oceanus

Partners. Vertical Response, an online survey tool, was used and the survey

was open for a 10-day period. Survey participants represented independent

insurance agencies. Survey participants were invited to respond to the survey

via an email that was sent to them. The email explained the purpose of the

survey and provided participants with a direct link to begin the online survey.

The survey contained seven questions in multiple-choice format.

Results/Findings1. I am [select the description that best represents your position/area

of expertise].

Nearly 70% of the respondents to this survey sell property and casualty

insurance. Only 7% of the respondents work in the employee benefits arena

as agents or sales managers.

DEMOGRAPHICS

2. Do the demographics in your area provide for meaningful Group Health opportunities with employers of greater than 500 employees?

A little over half of the respondents (55.5%) believe they operate in

geographic areas with businesses that employ more than 500 workers.

Another 17% of respondents aren’t completely acquainted or familiar with

the size of the businesses in their territory so “don’t know” if there are viable

opportunities in the 500+ group health market.

Because almost 70% of the survey respondents are in the property and

casualty insurance business (see the response to question 1), it is not

surprising that they are not familiar with the group health market, says Susan

Toussaint, Oceanus Partners’ co-founder and coach. “This indicates to us that

there is plenty of room for the agents who ‘don’t know’ about the group

health market to explore it for sales opportunities,” she adds.

55.5% Yes (65)

27.3% No (32)

17% I Don’t Know (20)

70.9% Yes (83)

19.6% No (23)

9.4% I Don’t Know (11)

59.8% Yes (70)

30.7% Not Applicable to Me (36)

9.4% No (11)

92.3% Yes (109)


0.8% No (1)

57.6% A Property and Casualty Agent (68)

22.8% An Agency Owner (27)

11.8% A Commercial Lines Property & Casualty Manager (14)

5% An Employee Benefits Agent (6)

2.5% An Employee Benefits Sales Manager (3)

2.6% Significant Penetration (3)

9.5% Moderate Penetration (11)

39.1% Minimal Penetration (45)

38.2% No Penetration (44)

10.4% I Don’t Know (12)



47% Minimal Penetration (55)



55.5% Yes (65)

27.3% No (32)


70.9% Yes (83)

19.6% No (23)


59.8% Yes (70)


9.4% No (11)

92.3% Yes (109)


0.8% No (1)










10.4% I Don’t Know (12)








3. Do the demographics in your area provide meaningful opportunities in the greater than $500,000 workers’ compensation premium marketplace?

Because almost 70% of the survey respondents are in the property and casualty

marketplace (see the response to question 1), it is not surprising that they are

aware of opportunities in the $500,000+ workers’ compensation marketplace.

Those that responded “No” to this question most likely did so because they

live in less populated areas; i.e., geographic locations with businesses that

don’t support a workers’ compensation premium of $500,000+.

That leaves nearly 10% of the respondents who “don’t know” if there are

larger workers’ compensation accounts in their area. It would be worth their

time and effort to explore this marketplace, according to Frank Pennachio,

Oceanus Partners’ co-founder and coach.

CURRENT MARKET PENETRATION4. How would you currently assess your agency’s penetration in the

above 500 employee Group Health market?

Only 12% of respondents said they had “Moderate” or “Significant”

penetration in the 500+ employee group health market. Nearly 80% said they

had “No” to “Minimal” penetration with the remaining 10% not knowing their

level of penetration. “This indicates to us that agents and brokers should begin

to explore this market,” Toussaint explains..

5. How would you currently assess your agency’s penetration with

workers’ compensation accounts above $500,000 in premium?

In the “Significant Penetration” category, less than 3% of respondents

said they serviced workers’ compensation accounts above $500,000

in premiums. “We expected this number to be higher because nearly

three-quarters of our respondents sell property and casualty insurance,”

Pennachio notes.

More than 65% of respondents said they had “No” to “Minimal”

penetration in this market, with another 6% not knowing their level of

penetration.

Analysis of Large Account Market Penetration

In the last few years, Pennachio says he’s observed a decline in the number

of small accounts wanting or requiring an insurance agent. Many businesses

are now content using a website and a call center to conduct this business.

In addition, the Affordable Care Act (ACA) has influenced the group health

insurance market. Because many small-business employees are getting their

insurance through health exchanges, employers don’t need agents as much.

Agents and brokers are now facing the challenge of finding new business.

“Our experience tells us that it’s time to move into larger accounts,”

Toussaint asserts.

One of the reasons Oceanus Partners conducted this survey was to

determine the degree to which mid-market agents have penetrated large

accounts and to find out if they were:

w Aware of opportunities in this market space

w Leveraging those opportunities

w Having an impact on these accounts

Toussaint says Oceanus Partners realizes many agencies are hesitant to go

after these large accounts. Traditionally, independent agents have viewed this

market as reserved for top brokers and big-name brands. “To win an account

means that you have to unseat the incumbent, which can be difficult. But it’s

not impossible if you have the right tools and technology to get a buyer’s

attention,” she says.

Pennachio points out that “this is not a highly competitive market space and,

contrary to popular belief, these accounts are not being sufficiently serviced

by the big-name insurance brands. Those incumbent agents are simply

showing up at renewal time but are doing little to deliver significant value to

the buyer.”

A sweet spot for independent agents in the large account space:

w 500 to 3,000 employees in the group health market

w $500,000 to $2 million for workers’ compensation premiums

55.5% Yes (65)

27.3% No (32)


70.9% Yes (83)

19.6% No (23)


59.8% Yes (70)


9.4% No (11)

92.3% Yes (109)


0.8% No (1)










10.4% I Don’t Know (12)






55.5% Yes (65)

27.3% No (32)


70.9% Yes (83)

19.6% No (23)


59.8% Yes (70)


9.4% No (11)

92.3% Yes (109)


0.8% No (1)










10.4% I Don’t Know (12)






55.5% Yes (65)

27.3% No (32)


70.9% Yes (83)

19.6% No (23)


59.8% Yes (70)


9.4% No (11)

92.3% Yes (109)


0.8% No (1)










10.4% I Don’t Know (12)








This is where the independent agent can make a difference. According to

Si Nahra, president and co-founder of Health Decisions Inc., a company

specializing in post payment and enrollment data auditing services to group

health benefit clients, the timing couldn’t be better for independent agents and

brokers to move into the larger group health account market. He attributes

the readiness of the market to three factors:

1. The ACA

Because the ACA has introduced new compliance requirements for

employers, they are proactively looking for new options, Nahra explains.

A new agent with new ideas will put an incumbent group health broker in a

relatively weak position competitively with an employer, he adds. It’s no

longer an option for employers to maintain the status quo.

2. Vanishing technology barriers

We’ve all heard about big data in the last few years. And now, more than

ever before, it’s easier for independent agents to get access to big data,

Nahra says. “Five years ago, the data files that agents had to deal with were

very large and difficult to get. There were a lot of technology barriers that

are now virtually gone, thanks to developments in technology,” he adds.

3. A lack of group health expertise within the employer’s staff It’s been Nahra’s experience that smaller companies employing 500 to

5,000 workers typically don’t have the luxury of hiring an HR specialist with

expertise in group health. It’s more common for these companies to

employ generalists to handle a variety of HR issues. He points out that

an insurance agent or broker with specialized knowledge in ACA and

group health and who can offer a fresh perspective is very appealing to

these organizations.

FUTURE STRATEGY

6. Assuming you had a strong value proposition, would you be

interested in targeting employers in the above 500 employee

Group Health marketplace?

Nearly 60% of the survey respondents said they would be interested in

pursuing large accounts in the group health marketplace if they had a strong

value proposition. Oceanus Partners concludes that those respondents who

said these large accounts are “not applicable to me” likely sell only property

and casualty insurance with no plans of moving into the employee benefits

market.

7. Assuming you had a strong value proposition, would you be

interested in targeting employers with workers’ compensation

premiums greater than $500k?

Clearly, the interest in pursuing accounts with workers’ compensation

premiums of $500,000 and higher is extremely high — more than 90% of

the respondents said they would be interested in targeting this market if they

had a strong value proposition. Less than 1% said they weren’t interested;

Oceanus Partners deduces that these agents most likely are doing well without

expanding into the large account market.

Analysis of Strong Value Propositions for Large Accounts

The other area we wanted to explore in this survey was to determine the

respondents’ level of interest in seeking opportunities in the large account

space, Toussaint explains. “We learned that there is a high level of interest if

our survey respondents felt confident that they had a value proposition that

resonates with the large-account clients.”

Two areas can strengthen your value proposition:

w Data

w Innovation

Leveraging Data

Many mid-market agents feel they can’t compete against big-name incumbents

in this space, Pennachio states. While this was true five years ago, today you

can offer data analytics to larger accounts at a very low cost. These analytics

can show these accounts how they’ve been losing money. It’s very possible

that you will be offering something that incumbents want to avoid because

the data would draw attention to shortcomings in the services they have been

providing.

According to Timothy Coomer, CEO of SIGMA Actuarial Consulting Group,

a provider of property casualty actuarial consulting services, “traditionally,

many large accounts have made loss-financing decisions without the use of

analytics. As a nonincumbent agent, introducing an analytically sound decision

methodology to the CFO is a way that agents can differentiate themselves

and answer one of the most pressing questions on the CFO’s mind, “how do I

improve the analytical decision making within my organization?” He also notes

that many CFOs are already trying to leverage analytics so agents should aim

for a meeting with the CFO versus a risk manager.

55.5% Yes (65)

27.3% No (32)


70.9% Yes (83)

19.6% No (23)


59.8% Yes (70)


9.4% No (11)

92.3% Yes (109)


0.8% No (1)










10.4% I Don’t Know (12)






55.5% Yes (65)

27.3% No (32)


70.9% Yes (83)

19.6% No (23)


59.8% Yes (70)


9.4% No (11)

92.3% Yes (109)


0.8% No (1)










10.4% I Don’t Know (12)








In larger accounts, for a value proposition to be strong, it must focus on the

cost of claims—not on the cost of the insurance. This is a risk that is not being

addressed by incumbent agencies.

Nahra of Health Decisions says that in the group health market, advanced

data analytics can assess 100% of enrollments for eligibility and review 100%

of claims for inappropriately paid bills. While this isn’t as important to a smaller

company, it is in the 500+ employee space.

Although a relatively small percentage of bills are being paid incorrectly, the

dollars that get paid out are big. For example, on a 500 employee group

health plan, the likelihood is that they are doling out in the neighborhood of

$10 million a year in medical spend or $10,000 per employee. If there’s a 5%

to 10% error rate, which is a relatively small error rate, that’s $1 million being

spent needlessly. And a $1 million savings that you can bring to the employer.

Independent agents can offer these large accounts, as part of their value

proposition, data analytics that look at every single enrollment and medical

bill (not just a spot check or a claim audit). According to Nahra, data analytics

software can help brokers and agents “become heroes to these larger

accounts” by leveraging it to recover and monitor waste, abuse and fraud in

group health.

Nahra explains, “Ask an HR person if there is waste, abuse and fraud in

healthcare and they will say, ‘absolutely yes.’ Ask that same person how much

waste, abuse and fraud is in their employer’s health plan and you’ll get a blank

stare because, in the 500 to 5,000 employee range, the HR staff doesn’t have

time to find waste, abuse and fraud. They are dealing with a multitude of other

issues.” He says that equipped with data analytics software, nonincumbent

brokers can demonstrate how they can recover 1% to 3% of an employer’s

claims costs in 6 to 12 months. If a group health plan is costing an employer

$5 million annually, a 3% recovery adds up to $150,000. “That’s enough to get

someone’s attention,” he adds.

Demonstrating Innovation

“There are buyers out there who crave innovation. What agents and brokers

need to do is bring innovative services and transparency,” says Brian Cullen,

managing director of group marketing at Medcor, a company that provides

occupational health, primary care, urgent care and workers’ compensation

to private employers and government entities. “If you don’t introduce an

innovative idea to a larger account, someone else will,” he emphasizes.

“Buyers love and get their emotions going when they hear from somebody

that’s knowledgeable about workers’ compensation. Introducing new tools that

will reduce workers’ compensation claims can improve employer profitability

and performance.” He encourages agents to “be great communicators and

simplify complex concepts,” which helps buyers better understand the system

and how to control their costs.

Group Health Value Proposition

If you want to develop a value proposition specifically for the large account

group health market, the panel of experts assembled to analyze the survey

results recommends that you:

w Help the employer decipher compliance requirements for ACA, ERISA,

DOL, IRS, Medicare and COBRA

w Assist with designing a group health plan that is consistent with the buyer’s

competitors; offer similar or better benefits to attract employees.

For example:

w Improve the ease of use for enrollment and filing claims

w Conduct assessments that provide employers with a precise picture of

where the waste, fraud and abuse exists in their current plan

wProvide an actionable plan to recover claims costs and monitor plan costs.

Workers’ Compensation Value Proposition

The panel of experts suggests that your value proposition for the large account

workers’ compensation marketplace include:

w An independent; third-party actuarial assessment. SIGMA’s Coomer

explains that “the actuary has emerged as the analytical warrior that agents

must have on their team to compete to win large accounts.” Today’s actuary

can provide agents with high levels of expertise in the areas of simulation,

data mining and modeling, he adds. A nonincumbent agent can use analytics

and modeling for early identification of workers’ compensation claims that

“need to be watched,” he points out.

w Probing questions for meetings with the CFO. Coomer provides

two lead questions:

In larger accounts, for a value proposition to be strong, it must focus on the cost of claims—not on the cost of the insurance. This is a risk that is not being addressed by incumbent agencies.

The Affordable Care Act: Helping Employers Comply

• To get in the door of larger accounts, non-incumbent agents and brokers can offer employers an assessment to determine whether they are in compliance with the ACA.

• Assessment uses data analytics and the employer’s existing data to perform the calculations the ACA Health Reform requires: minimum value, affordability, full-time equivalent (FTE) count, member count, out-of-pocket maximums

• Did You Know?

w4%-12% – The percent of dependents on an employer’s group health plan that are no longer eligible for coverage

w5%-25% – The percent discrepancy between an employer’s payroll and benefits enrollment systems exposing an employer to legal liability under the ACA



w Are you confident that your risk financing decision was based on an

analytical process using an actuary that would minimize you total cost of

risk?

w Do you understand the program your broker has put you in?

w Introduction of a 24/7 telephone nurse triage. While industries have

done a good job at preventing on-the-job injuries and addressing injuries after

they get into the workers’ compensation system, there “is a void is at the

moment of loss,” according to Medcor’s Cullen. A 24/7 telephone nurse

triage program with URAD Health Call Center Accreditation can objectively

assesses the severity of a worker’s injury and make recommendations for

the best course of action. Costly emergency room visits and unnecessary

clinic visits are avoided, while needed treatments are obtained sooner

because the nurse recommends the level of care that is most appropriate to

meet the injured employee’s needs. The result? Reductions in claims, costs,

and litigation.

w Review of the injury reporting process. Cullen suggests that agents and

brokers help buyers review their injury reporting processes. He gives

examples such as:

w What happens in your business when there’s a workplace injury?

w Are your employees getting the right level of care, the right injury

addressed in the workplace at the moment of injury?

w What percent of your workers’ compensation claims are coming in more

than 24 hours late?

w Examination of the loss data. Offer to look at the company’s workers’

compensation claims, Cullen says. Review lag time from the incident date

to reporting it to the supervisor/company. Then look at lag time between

the supervisor being notified and the insurance company being notified.

“The amount of lag time can be measured in new ways that aren’t currently

being observed.”

Conclusion

In the last few years, there’s been a decline in the number of accounts at the

lower end of the insurance market wanting or requiring an insurance agent,

concludes Oceanus Partners’ Pennachio. For these accounts, the internet and a

call center will suffice in many cases.

Agents and brokers are now facing the challenge of finding new business.

For independent agents to survive and grow their business, they need to add

larger accounts to their client mix, Oceanus Partners’ Toussaint says. There’s

opportunity in the workers’ compensation accounts between $500,000 and

$2 million in premiums and group health for businesses with 500 to 3,000

employees. Employers in this space aren’t being effectively served and are

open to risks that aren’t being addressed by their incumbent agency.

Become a Consultant

Nahra explains that agents pursuing these larger accounts need to transform

themselves. Instead of being an agent who places a product and shows up at

renewal time, become a consultant. “The number of options that employers

have with the ACA and everything else that’s happening in the marketplace is

just exploding. Tomorrow’s agents will need to integrate information from the

employer’s tax and legal advisors with what’s going on in the benefits arena.

This presents an interesting opportunity for agents in the property and casualty

space because you will be able to distinguish yourself from traditional brokers

by being an integrator,” he comments.

He adds that these accounts need the expertise and insight that a

nonincumbent agent with a strong value proposition can offer. For example,

as business is shifting to a more analytical, big-data decision making process, it’s

now possible for smaller agencies to compete because big data is democratic.

It can be leveraged and used in a value proposition by companies of any size,

big and small.

Coomer sees the role of the agent also transforming similarly. Because risk

managers at these larger accounts are not likely to have at their disposal the

analytical capabilities required to operate at the level necessary for competitive

advantage, they will turn to an agent or broker who can offer analytical

methods and advanced computer simulations.

“The agent can serve as a risk facilitator for these clients, identifying risk, then

managing and mitigating it. The analytical capability combined with the agent’s

industry and risk specific knowledge allows the agent to provide quality service

to large accounts,” he says.

In the next decade, we’re going to see a segregation in the industry with one

segment of agents becoming consultants and the other being pushed down to

the smaller accounts, to the more automated way of being an insurance agent

involving low-cost, low-margin online transactions.

Addressing Workplace Injuries Early Reduces Referrals

When workers report injuries to a nurse triage service within the first 24 hours, only 35% of the injured workers are referred for further medical treatment. When injuries are reported post-24 hours, 65% are referred.

Source: Medcor, Inc.



Get Attention with Data Analytics

There have been several industry surveys over the past few years that identify

a large majority of risk managers (typically 70%) that are dissatisfied with their

agent’s analytical capabilities, Coomer states. At the same time, risk managers

and CFOs have expressed a strong desire to use analytics to inform their

decision-making. Obviously, this creates a great market opportunity for the

agent who can walk in the door with the knowledge and confidence necessary

to deliver solutions to this demand for analytics. A high-level understanding of

data analytics will help you talk confidently to these larger accounts.

“You don’t have to be a rocket scientist in the actuarial world to deliver value

to the client. But you should have a good basic understanding so you can walk

a client through an actuarial report. This is a subject matter that you can get

comfortable within a reasonable amount of time,” Coomer explains. “There

are various educational resources available to assist with that.” And, he adds,

that you can always rely on data experts to support you as you sell into the

bigger accounts.

Be Innovative

“Offer innovative solutions. Introduce tools that employers aren’t aware

of; tools that will help them look at their workplace issues differently and

ultimately lower their costs,” advises Cullen. There are buyers out there who

crave innovation. If you don’t bring it to them, another agent will,” he adds.

The bottom line …

Don’t be fearful of going after the larger accounts. Don’t assume that market

has been served well. That market has not been served well. There’s ample

opportunity. That space needs you!

Getting in the Door with Larger Accounts

1. Leverage big data

2. Become a consultant

3. Be innovative

4. Introduce new tools and technology



About the Authors

Frank Pennachio, Partner

Frank Pennachio has more than 30 years of

experience in the insurance industry as an agency

owner and as a sales and marketing consultant to

independent insurance agents. He has consulted with

agency owners and trained more than 1,000 agents

in the past decade, encouraging them to develop

their expertise in all areas of protecting an employer’s

workforce.

Frank is an accomplished speaker, presenting at national conferences and

seminars to agents, employers and other insurance professionals. In addition,

he frequently writes articles on Self-funded Group Health, Workers’

Compensation, Sales & Selling, and Lead Generation for industry publications

including American Agent & Broker, Risk and Insurance, Professional Insurance

Agent, HR Magazine and Insurance Journal. He is recognized as an expert in

the Workers’ Compensation community.

Susan Toussaint, Partner

Susan Toussaint has been professionally involved in

various aspects of the insurance industry for more than

a decade. Her expertise is in developing repeatable

processes designed to improve an agency’s plan for

attracting, acquiring and retaining profitable business.

Susan has held leadership, sales and operations

positions with Florida’s largest health care system,

where she worked with employers to develop

occupational health and wellness initiatives and improve their injury

management processes. She has also been responsible for leading

multidimensional employer-focused sales teams. In addition, she frequently

writes articles on Marketing, Getting in the Door strategies, Sales & Selling,

and Client Retention for publications such as American Agent & Broker,

Professional Insurance Agent and Property Casualty 360°.



About Medcor

Brian Cullen is a career risk management and insurance professional with nearly 40 years of expertise in workplace injury triage, worksite

medical clinics, insurance consulting, marketing and sales coaching, risk management strategies, case management, fire sprinkler industry best

practices, reinsurance captive formation, and other tactics that protect and improve the balance sheet of businesses.

For the past 7 years, he has served as managing director of Group Marketing at Medcor, a company that specializes in occupational health,

primary care, urgent care and workers’ compensation to private employers and government entities and provides health decision-making

support to patients at the moment injuries occur or at the onset of illness. www.medcor.com

About SIGMA Actuarial Consulting Group

Tim Coomer is a seasoned entrepreneur with interest and experience in the creation of analytical based business start-ups. He created the

popular ModMaster Suite of software products while he was Founder/CEO of Specific Software Solutions. Now as the co-founder and CEO of

SIGMA Actuarial, Tim is helping agents and brokers leverage actuarial resources to write and retain more business.

www.sigmaactuary.com

About Oceanus Partners

Oceanus Partners is a consulting and training organization for insurance industry professionals. We believe our clients strive toward two goals—

sustainable growth and profitability. Using a collaborative approach, we lead clients through a process of developing a strategic plan for attracting,

acquiring and retaining profitable business while at the same time assuring that their people, processes and technology can support the initiatives

necessary to win in the marketplace.

To learn more about Oceanus Partners, engagement opportunities and our complimentary assessment, visit www.oceanuspartners.com or

call 888-496-1117 ext 2.

About Health Decisions, Inc.

Si Nahra, president and co-founder of Health Decisions, Inc., describes himself as a “data nerd with a flair for the practical.” He lives and breathes

health data asset development, health data mining, group health claims and enrollment auditing.

In 1985, Nahra founded Health Decisions, a company that has led the market in auditing innovations with its introduction of enrollment auditing

15 years before the process was generally adopted as a part of benefits auditing. Health Decisions was one of the earliest adopters of 100%

claim audits using data mining technologies. The company develops new audit modules each year and its software continues to set new audit

performance standards. www.healthdecisions.com

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