Do not renew from a national average.
A renewal is not one percentage. It is an employer budget tested against each employee’s age, ZIP code, carrier market, contribution, affordability and real cost to participate.
One employer. Hundreds of local markets.
A flat allowance may look simple at headquarters and fail employees elsewhere. We model the employer budget row by row, then identify where the strategy works, where it creates friction and where a different class or funding path deserves review.
2027 rates by state and rating area
Compare individual and small-group movement, carrier depth, off-exchange availability and final filing status.
Age, ZIP and household impact
Model the actual premium environment instead of relying on a statewide average or one benchmark employee.
Allowance and class strategy
Test flat, age-banded, geographic and permitted class approaches against the approved employer budget.
Affordability and notice readiness
Separate affordability testing from employee premium comparisons and prepare the required implementation data.
Total administration cost
Include PEPM, setup fees, minimums, broker compensation, payment costs and employee-support services.
Predictive Risk Intelligence
When appropriately authorized, add aggregate claims, Rx, specialty Rx, morbidity and projected-risk signals.
Keep the arrangement. Change the market around it.
ICHRA / CHOICE can be the right answer, a class strategy, or the wrong answer. We compare the renewal before recommending an administrator.
Where ICHRA / CHOICE may earn the decision
- Employees are distributed across markets with strong individual carrier access.
- Age and geographic pricing create a better fee-adjusted employer result.
- Employees gain useful plan choice without sacrificing affordability or support.
- The employer values a defined contribution and a durable renewal process.
Where we pressure-test it harder
- Individual premiums, administration or broker fees consume the apparent savings.
- Important providers or formularies are not available in employee markets.
- Employee contribution changes create winners and losers the model hides.
- Group, level-funded, self-funded or a class strategy produces a better result.
What you should receive before choosing a vendor.
The deliverable should make the recommendation auditable for the employer and usable by the implementation team.
| Decision layer | What we compare | What it answers |
|---|---|---|
| Employer economics | Current cost, renewal, contribution budget, admin and implementation fees | Does the opportunity survive every cost? |
| Employee impact | Age, ZIP, benchmark, available plans, allowance and projected contribution | Who improves, who remains stable and who needs review? |
| Market access | Carriers, networks, providers, formularies and off-exchange options | Can employees actually use the coverage available? |
| Population signals | Aggregate risk, claims, Rx, specialty Rx and high-cost concentration when authorized | Does the renewal reflect the underlying population? |
| Implementation | Administrator, payroll, payment, notices, documents, enrollment and renewal support | Can the recommendation be executed cleanly? |
Predictive Risk Intelligence is optional, priced separately and subject to appropriate authorization and data availability. It supports funding analysis and does not diagnose individuals or replace underwriting.
Bring us the renewal—not a predetermined product.
We will pressure-test group, ICHRA / CHOICE and alternative funding paths, then help select and implement the right administrator.