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Episode 446
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A Fresh Approach to Health Benefits with Reid Rasmussen, CoFounder and CEO at freshbenies was automatically transcribed by Sonix with the latest audio-to-text algorithms. This transcript may contain errors. Sonix is the best way to convert your audio to text in 2019.
Saul Marquez:
Welcome back to the Outcomes Rockets Saul Marquez here. Today I have the privilege of hosting Reid Rasmussen. He is the co-founder and CEO of freshbenies. He’s a passionate speaker, strategist, innovator and a writer. Twenty nine year health care veteran, free market health reform advocate and also a coffee addict. He was born a Canadian and now a proud American. He to date, really with his company, has saved clients over 72 million dollars in unnecessary claims. In 2019, he was awarded the Texas Association of Health Underwriters Hollis Robertson Award for outstanding dedication to the industry. He grew up in Canada as I mentioned, and received Health Administration degree and formed his opinions about government run health care. In ’91, he escaped to America and worked for two health insurance carriers and two general agencies. As the Affordable Care Act ramped up, he was concerned with the high out-of-pocket costs and lack of control that many of us experience, both as employers as well as individuals. This is something that’s high on our minds, and in ’09 he launched freshbenie’s, benies like benefits and engagement platform to help people control their health care. They combine practical tools like telehealth, doctors online advocacy and consumerism, savings networks to help everybody deliver on things that potentially may not be used. And in 2019, freshbenies was awarded Health Value Award by the Validation Institute. To date, freshbenies has saved clients that seventy two million dollars. And I think if you’re listening to this might be something that you want to start thinking about to save you on the health spend that you’re currently doing. So Reid, really grateful that you were able to join us and thanks for being on.
Reid Rasmussen:
Thanks so much for having me, Saul.
Saul Marquez:
So really curious about you. And so I love if you could tell me a little bit more about what inspires your work in health care.
Reid Rasmussen:
Yeah. Well, you know, as you as you said there, I came up, I’ve got a health administration degree in Canada and I worked for years inside the industry. I love the idea of the health care industry, that it was an industry that would always have unlimited need, an unlimited need for challenges to be solved. And after many years of working in the industry, you know, as you mentioned, there was 10 years ago, in fact, this week that I started my company and I left my prior company with frustration over what our industry wasn’t doing to bring consumers along into this consumer directed health care environment that we were supposed to be in. And so every day of the last decade has been my passion has been how can we help people deal with being a better consumer in this industry and not to just give it lip service, but to actually engage those people and help them deal with the confusion that they’re dealing with.
Saul Marquez:
Yes, it’s very real. And. And there is a lot of confusion and a lot of questions and am I doing it right? And then there’s also there’s a lot of I don’t know what I don’t know.
Reid Rasmussen:
Exactly. Right?
Saul Marquez:
Yeah. And so I’m curious about you Reid and you know, obviously we’ll dive into this and what your company does. But what’s one thing that’s held you back in the past that you’ve been able to conquer?
Reid Rasmussen:
Oh, well, now we’re talking personal. And for this, I would go back to personal. It’s my personal confidence in front of people. I in my 20s, I was very uptight. I thought I had to be a certain kind of professional. You know, I thought I had to act like everybody else that was in business and that it meant not being real, authentic. And I’ve worked on that for years. In my 20s especially, I really got out of my own shell and out of my own head and just got into being comfortable with myself. And that has played out not only in my personal dealings with people, but definitely when speaking in front of people as well. I do a lot of teaching and and presentations and I love that that comfort in that that fun that comes from it, but would never have gotten there if I hadn’t dealt with that personal confidence issue from early on in my career.
Saul Marquez:
Yeah, we all have something, you know, and I love asking that question because, you know, it’s you know, you’ve got a successful business here, Reid. And, you know, people might be maybe looking like, man, this guy’s got it together, but guess why? It’s not easy. You know, everybody everybody goes through their challenges. And and, you know, that confidence piece was one that you had Reid. What would you say is who are who is a mentor that’s made a big difference in your life? And what did they teach you?
Reid Rasmussen:
Yeah, when I when I was thinking about this question and and in context of my personal confidence in dealing with people, the mentor I was thinking of as a gentleman by name of Mike Leary, he was a business consultant and a and a speech coach and a sales coach that company I was working for when in Seattle, I was working for Blue Shield in Seattle 20 years ago and we hired him and brought him in on with our sales team. And he did a lot to really up my game on thinking of how to prepare for those interactions and really that might be preparing to give a class, it might be preparing for a sales presentation. A lot of it’s really the same. And there were three specific things that he taught us, that when you’re going into an appointment or a class thing through first of all, who’s the audience you’re speaking to? Second of all, who do you want the picture to end? Meaning at the end of this interaction, what do you want people to take away? And then third, what are the tough questions that you’re going to deal with and for inside our industry, there’s so many times I’m sitting in a continuing education class or I’m seeing somebody come and speak and then they didn’t they didn’t think through those things. They completely missed who their audience was so they’re speaking at completely the wrong level or they never really thought about was there one item they were trying to bring across as a single point or they didn’t even deal with the fact that they didn’t address the questions that most the people in the audience were gonna have. And I don’t have it perfected, but I do think about those things every time I’m going into any interaction.
Saul Marquez:
You got a get system now.
Reid Rasmussen:
Yeah. You know, it’s funny these days and it is one of the things that happens with high performers. Whatever it is, whatever your area of high performance, after a while people start saying, oh, you’re a natural at this. And most would say, no, I’m not a natural, I worked at this stuff. But if you’re natural, you know, I get it saying all your natural in front of a group teaching and OK, there’s some talent there, but it’s not been without some work along the way. And it’s easy to blow off somebody else’s success as talent. But it but it minimizes what they did and it also minimizes what we ourselves can do in in those areas and you end up missing the lesson. And so often I think high performers, after a while, they have a tough time finding somebody who can be a coach to actually bring them into a new way of thinking or coaching into really being a much better top performer. Whatever it is they’re great at.
Saul Marquez:
Yeah, I agree. And and great, great examples that you provided there. Read. You know what? I’ll share one mine. When I was a kid, I was in middle school, I got the role to be in a West Side Story riff. Two left feet. I couldn’t I couldn’t get it and I was so embarrassed that I was just a terrible dancer.
Reid Rasmussen:
And they say it isn’t so that.
Saul Marquez:
And I just I ended up, you know, figuring it out. I I pushed myself and now I actually love dancing. My wife and I love going salsa dancing and it’s so cool that you took this confidence. You know, I just kind of like, wow, you know? And I love your vulnerability. Just putting yourself out there, because now you are confident and you you share with us a system that has helped you. And if you’re listening to this, folks, maybe you’re lacking confidence and there’s an opportunity for you to learn from Reid and what helped him and obviously now he’s started his business. It’s been this this business for a decade and having success on a very, very inspiring Reid. And so let’s dig into that. You know what? What do you think is one of the biggest challenges in healthcare today?
Reid Rasmussen:
So, you know, 10 years ago, when I the the thing that prompted me was that as I was looking at the kinds of clients we were serving at that time and around the country, I was I was working for a company that was dealing with small and mid-sized employers around the country. And there were some of the states that we were in that even then the out of pocket costs were getting up to be too high. Even then, they were in some places the out of pocket costs where thousands of dollars 3, 4, or 5 thousand dollars out of pocket. And a decade ago, that was it was too much and I and what was happening was those people who were delivering those employee benefit programs were kind of sidestepping that fact that people can’t actually afford this. And it was the biggest thing that prompted me to actually quit my job and go and find these practical tools that would help people control their health care. And what I’ve seen since I used to think that the biggest issue was the money factor for that person on their out of pocket costs. And today, I think it’s actually another layer of that. And that is that today, as a result of that, every time people are touching the system now, they’re feeling out of control because everybody now has something of higher out-of-pocket cost plans. And it’s forcing them to recognize the system doesn’t work well together, price transparency isn’t available, billing is confusing. The system is trying every everything it can can possibly do to not give me a clear picture of transparency in this system. And and they’re feeling out of control. And that emotional factor of feeling out of control, like I’m playing a game and I don’t know the rules to it and I don’t know if I got a good deal. You kind of said this a minute ago. I’m not sure if I got a good deal or if I got a bad deal. And and. And just this complete lack of control. So it’s this emotional frustration in dealing with all of us in this healthcare system and this feeling of being disempowered. So I think that’s the biggest issue. So it’s it’s a bit the money, but it even more than that, it’s this emotional feeling out of control.
Saul Marquez:
I think that’s a really good call out Reid. And and this is for individuals, but also businesses. Right, I mean, business owners, employers.
Reid Rasmussen:
Oh, absolutely. Ask any employer right now. I mean, heck, four years for my whole career, I’ve had to say I work in the health insurance industry or I work in the employee benefits industry. And it makes you, you know, awesome at a dinner party. I can tell you that people just flock to just the greatest encouragement. No, they what they do is every single one of them says, oh, let me tell you my story. And you’re like, I’m first of all, I’m sorry. Whatever your story is, I didn’t do that. And yet, you know, it’s it’s. And in today’s world, you know, 10 years ago when I started the company, there were still a lot of employers who had very rich benefit plans. But today, virtually everybody we talked to at those dinner parties has something of a story of, hey, with my employees, here’s where I’m frustrated. And you talk about people feel like they’re on a merry go round that they can’t get off of and just keep speeding up. It’s tough, but I understand the frustration.
Saul Marquez:
For sure. And it’s a good call out Right.. the money is one thing, the frustration and the being lost is another. And so what do you believe about this challenge? I mean, why shouldn’t it be here? Obviously, we we shouldn’t but it’s it’s it’s here. What do you think holds people back and organizations back from from overcoming this?
Reid Rasmussen:
Well, you know, we should overcome this. We’re smart people. Like every American is a smart person. We’re where we learn so much new information. We’ve all in the last 12 years learned what a smartphone is and how to use it. We now download programs without instruction manuals. We we we’re trying so much new. We’re so adaptive in all these other areas of our life. We’re consumers in those other areas and we’ve learned how to research things, whether it’s Google or with our smart speakers that we have in our homes. So we we as a as a country are willing to learn so it shouldn’t continue to be a challenge and yet it is.
So what? What? Why? You know what? You know, the folks listening like I’m paying a ton of money. Read. What the hell can I do?
Yeah, yeah. The average family right now for we’ll spend forty seven hundred dollars in out of pocket costs over and above the eight thousand dollars on average that they’ll spend on there towards their health insurance premiums. And so it’s a lot of money that every household is paying towards health insurance. But why is it a challenge? Because the system is complicated, I mean the healthcare system is one sixth of the whole American economy and honestly, it we as an industry have not worked to make it simple. In fact, on purpose, for competitive reasons, different sectors of the system have worked to be confusing and make it difficult to switch from one plan to another and price transparency. I really thought in the mid 2000s that, you know, 15 years ago we all started setting up consumerism plans, you know, into our employee benefits. And I really thought that as you started to get a million plus people asking their providers in their hospitals, hey, what’s the price on this? That the market would respond and would figure out a way to answer that. And for the most part, and I’m not pointing fingers, but I guess I am for the most part physicians and hospitals and health plans, they don’t want to have a transparent environment because if they have a transparent environment than their negotiation value just went out the door. But but if we had solved that sometime in the last 15 years, we certainly would have a happier population of people using the health care system and wouldn’t be just saying ready to throw their hands up and say, well, let the government run the whole thing because this thing is not working. And I think it the system is built to be opaque in many areas, and then the way around it, of course, is that if people had some of the right tools or some of the right advisors to guide them around the system, that would solve it and that’s not a lay down to say why we’re in business. But that is exactly why we’re in business because there are some tools out there so let’s just get used.
Saul Marquez:
Tell us about it. You know, give us an example of how you and your company have helped others overcome this challenge.
Reid Rasmussen:
Yeah, you know, what I’ve seen is that there were some of these companies and tools that were out there and they’re being used by very large employers but they weren’t being delivered to mid-sized and smaller employers in a good way. So what we do at freshbenies is we create those market leading tools, bundle them together, all in an engagement platform to ensure that they have the best chance of actually getting understood by the members and used. So, for example, some of the kinds of things we roll together are advocacy services, various versions of telehealth services and for remote care and, consumerism networks. So I’ll I’ll describe each of those with a with a testimonial and then I can describe how that plays out for an employer so I don’t even have to leave for to describe what an advocate can do, I don’t even have to leave our household. My wife Heidi is my business partner, she’s the CEO of our company. This last year, she was lucky enough to have one of those birthdays where she needed to call endoscopy. So she went to our our advocacy service, which is really there to help people navigate the system and so she reached out to them to say, “OK, for my medical plan, where’s the best quality place and the best quality provider to get this done?” And so they gave her three to choose from with some and an estimated bundled price in advance. So she picked it. She used the advocate to help get the appointment booked, she sent them the bills when she got them and said, are these are these correct for what was planned and paid, you know, then paid for the service and that was in the winter. Six months later, here was a few weeks ago, she got a completely extra bill for 800 dollars from the Endoscopy Center. And, you know, a lot of people would’ve just said, oh, well, it’s just one more. She sent it off to the advocate and said, “well, you just take a look at this, I am pretty sure I totally paid this up”. And they wrote back a day later and said, yeah, they had mistakenly reissued one of the bills so don’t pay that we have it all solved. And so it’s an example of the amount of interactions inside the healthcare system around just one simple bread and butter things such as a person getting a call, an Oscar B, and she was she was helped four different stages there by that advocate. So that’s that’s one of the kinds of services and when you think about today’s world, you talk about the thing that’s going to take away people’s headache, it’s it’s things like that then you bring in things like telehealth services, the ability to have a remote visit either over phone or video with a primary care doctor. We’re getting into some specialty areas there or what I consider the next generation of telehealth or remote care. And that is instead of people running off to Google and Web M.D. for every single question they have about the system, that that we can have people be able to email a physician for some of that guidance on some of the simpler things. So an example here, I got a client, Christine, from Minnesota, and her story was here recently was that she was sick, but I didn’t have the energy to go to the doctor. Many my workmates had been sick and out for three or four days. I couldn’t afford to be out that long. Even I had the same bug. So she called in to tell Health Service was soon talking to a primary care doctor who prescribed an antibiotic and cough medication and her quote was “That evening I was feeling much better and would just one more day of rest. I was more than ready to get back to work”. So very practical. It’s being done. It’s being telehealth is being made available to a lot of Americans, but aren’t actually using it. And we see consumerism, NetWare,.
Saul Marquez:
Anything that is.
Reid Rasmussen:
Its promotion. It’s one of these things where people still believe that if you build a better mousetrap, people will build a better path to your door. And the truth is, in today’s world, with so much noise and so many different ways to engage healthcare that you can’t just well, tell tell how it’s included inside the medical plans. You can’t just put it out, not promote it. Maybe tell a person about it once and then expect that they’re going to engage with it and then put a usually there’s a visit fee attached to it so you’ve got a financial incentive for somebody to not try the new way to engage with with a provider. Under our program, we have it is a zero visit fee because you don’t want that moment for that that 45 dollars to be the reason that the person doesn’t.
Saul Marquez:
Yeah. Call me on that. Yeah. Dollars. I was looking at the site at the year and I like your transparency to folks. Check out freshbenis b,e,n,i,e,s .com and Reid puts all his prices up there so he’s very transparent, whether you be an employer. He’s got different tiers. And then if you’re an individual, he’s got the power package. You pay 18 bucks at the time of this interview anyway for that for your family per month and you get of health, doctors, online advocacy and fresh savings. Tell me about fresh savings.
Reid Rasmussen:
So what we see today, there was a long time that we didn’t include these kinds of tools because we didn’t think that consumers were really quite ready to understand what it is. But, you know, with everybody’s out-of-pocket costs going up, there’s a lot of things are starting to get stripped out of plans in different ways, like pharmacy is starting to have some deductibles tied to it. You know, Kyra, visits are limited. A lot of people maybe don’t have availability for the level of dental and vision coverage that they used to, you know. And so as a result, peop- people will hit this moment where they say over one of these issues or some of the others that we have the networks for it. They’ll say, “gosh, I’m a man that I have to pay this money for this. Is there a cheaper place I could get this?” and just running off to Google doesn’t really give you in healthcare a transparent environment and so what we’ve done is we’ve collected savings networks so that people can come in to their freshbenies app or portal. And if they’re looking up something like, “gosh, is there a cheaper place I can get this drug that I used to think was a $10 generic drug and now I find out it’s 180 dollars. They can come into our tool, look it up and through our network. Many times we’re able to get them a better price than their out-of-pocket costs would have cost them. And the key is, can you put the right information at the right moment that that member is having a moment of frustration and they’re willing to look for something because people don’t care at all about their benefits so they need their benefits, right?
Saul Marquez:
Right.
Reid Rasmussen:
It’s a matter of the key to engagement is are you available? And did you prompt people to come and look at you at the time? That something hit for them. And, you know, to answer your question before of how is it that that we’re helping others deal with this challenge, that over time we were about three years into our business and we realized the key was engagement, that we needed to build a turnkey engagement program because it was just too much for employers to just take it on and start building engagement programs for all of these new tools so we built it into our program and it’s the it’s the biggest key to our success. It’s what is that our services are actually getting used.
Saul Marquez:
That’s huge.
Yeah. Yeah, it is. So in an environment where most people have access to something like a telehealth or price transparency tool, but in most instances, you know, a couple percent of employees per year will use them. You know, you talk to people there like “I have heard of telehealth, yeah, I’ve ever used it”. And most say “no”. And and then you talk to somebody who has used it and they are there like a new convert. Every everybody who’s tried it is is excited about it to the tune of like 98 percent. You know, you look at all the stats.
Saul Marquez:
Now, that’s interesting. So tell me something then, what do you do differently? Right. So let’s just say you start working with one of the employers listening to this right now. You know, a team of, I don’t know, 50 or a team of 10.
Reid Rasmussen:
Sure.
Saul Marquez:
They say “this sounds interesting, this could be a really nice benefit for my people”. I mean, an MRI and C.T. scans. I’m looking at this save 40 to 75 percent unusual charges for MRI and C.T. scans. That’s pretty cool. So so they’re there they’re looking at this and they’re like, man, this is pretty cool. What? Why you, I mean, why why are you different? What do you do that helps their employees be more engaged with this stuff that other people don’t?
Reid Rasmussen:
You know, we’re not here to solve the entire health care system but for this slice of these consumerism tools, every day for 10 years, we’ve been focused on how can we make sure that people will make use of these and feel more empowered. So when a client starts with us, there’s about 100 hundred different things through the steps of onboarding a client in the way that we help roll it out. The engagement tools that we put in place, the member materials that we deliver, the way that we are doing drip campaigns out to their people throughout the year of little tidbits of how to be healthier, when to use us, when to engage. We reach out on social media. We’ve got we use artificial intelligence in our interactions with our clients. But all of that is geared around can we get people to use these services more? And so, you know, it ends up playing out in results. So, for example, I said that, let’s say you take a group of 100 employees. If they’re just using the tools that are randomly out there a couple of times a year, they’ll make use of a telehealth or price transparency tool that’s built into a medical plan. And in that same hundred employees with freshbenies, we’ll touch that, those people 71 times, they’ll use our services. And the difference is promotion and it just the way that we built a consumer focused brand so that that matters because every interaction saves on average 442 two dollars because you’re you’re saving claims that otherwise would have occurred, you know, tied into the health plan or people have gone elsewhere for more expensive care. So,.
Saul Marquez:
Yeah, it’s impactful.
Reid Rasmussen:
Yeah, it is. It is.
Saul Marquez:
So our most people that you’re working with, most employers, do they already have an insurance plan and they’re tacking this on or are there people that are like, “man, I can’t afford this for my employees”, but and a whole plan and this would be something nice. It’s better than nothing. What’s the mix there for you guys?
Reid Rasmussen:
Yeah. Most of our business is with employers who are providing a health insurance plan, but they’ve had to up the out-of-pocket costs. And so as they’ve done that, they parallel inside of freshman’s membership alongside of it. So almost all of our clients, I say almost 95 percent. That’s the story.
Saul Marquez:
Yeah.
Reid Rasmussen:
But we are seeing that as word has gotten out about us and we’ve gotten far more referrals to employers who don’t provide health insurance because 44 percent of the, excuse me, 66 percent, 56 percent of the employers under 50 don’t provide any under 50 employees don’t provide any health insurance. And so, you know, they they they can’t afford a few hundred dollars a month but it doesn’t mean in a tight work environment like right now that they aren’t looking for some way to have something of a benefit program and so we have many employers now who don’t provide any health insurance, but they provide fresh families as a benefit program. We’re happy to work with them and then we’re supporting those members with whatever health insurance they have in their world, whether it’s from the government or a family member or uninsured or just small. Another way to look at this, as far as another example, is to truly look at it from the company level, so we talked about how these services are helpful at a member level, but how does it really play out in a company? So we’ve got a local company here in Dallas that we’ve worked with for many years, they have about 300 employees. Our service for them costs a little over 30,000 dollars a year, but in the last year, those 300 employees have used our services just shy of 300 times that they’ve used telehealth, that mostly telehealth and advocacy services. Those have saved them over a hundred and eighty thousand dollars in unnecessary claims in this last year. So that savings is saved by the member and they’re out of pocket costs, say by the they happen to be a self-funded medical plan so it’s saved by them. So it’s a good investment and and has really empowered the people. The H.R. director, when we said to her, well, why did you install, like, what was originally your issue, I’m installing it. And she said “we initially decided to install these set of tools in order to save our employees money and a lot of headache. This is a service that helps employees sort through bolts”. And then in asking her about how it is here a few years later and she says not a week goes by where somebody doesn’t have something great to say about, oh, tell help, send me a trip to the emergency room or the advocate, save me $700 on an MRI. And this was the H.R. director and she said, “but they helped me out, too. I no longer have employees walking to my office with complaints and dump a stack of bills in the obese on my desk asking for my help” and so that’s that’s the way it plays out at the employer level, let alone the member level.
Saul Marquez:
It simplifies it.
Reid Rasmussen:
That’s right.
Saul Marquez:
And if you’re if you’re self-insured, which a lot of companies out there are now, you know, this is sort of the onus is on you to piece these different technologies together. You guys have them all under one roof and they just pay a simple low monthly fee per per per person.
Reid Rasmussen:
That’s right. And, you know, we will rid brokers and consultants who do some of this benefit planning all over the country. So you can check with them and ask them about them at times, that’s what they’re trying to do, is piece them together themselves and what we’ve done. You’re right. We’ve we’ve put them all together and because of that and rolled them into the engagement platform, the engagement platform is a consistent message that’s promoting multiple of these different tools instead of just being a one off. So.
Saul Marquez:
And would you say the secret sauce is is in the engagement and how freshbenies engages employees that encourages them to use it?
Reid Rasmussen:
Percent. Yep. Yep. Yeah. There’s no other country, a company in the country that’s getting this level of engagement on these tools and it’s because of that.
Saul Marquez:
I love it, good stuff now. Thanks for sharing that. I mean, it you know, it’s it’s it’s such a fresh approach. So tell me about the name. Why’d you guys land on freshbenies?
Reid Rasmussen:
We had had this domain before.
Saul Marquez:
What was it before?
Reid Rasmussen:
It was benefit brainstorm.
Saul Marquez:
OK.
Reid Rasmussen:
You know what I thought was very innovative when I first started it? As you said, it is dull kind of health care name. All of my early marketing was was all like everything I ever knew, which was very legalese, lot of detail.
Saul Marquez:
You’re right. You’re an insurance company.
Reid Rasmussen:
That’s exactly it. You know, you say you’re going to be this innovative company, but everything you knew beforehand told you to do it a certain way. Yeah, that’s what I tried to repeat. And then three years in when we said, no, we need to be a, we need to be focused on the end member. No one member was remembering the name benefit brainstorm so we wanted something that, you know, had not been used before, but that did express that this is something that’s fresh and new and and cool so we were looking at literally we were just trying to combine words that meant cool, innovative, fresh and with other words that didn’t exactly say insurance or I wanted to stay away from the word benefits because I didn’t want confusion that this was insurance. And we were googleing, we were just coming up with those words to pair it with the went to, that’s the saurus said Betties is you know, these are your benefits, it’s Betties and we’re like these, “OK, so that’s it”. We quickly checked it and you are always available ad which features name of our company Fresh in line.
Saul Marquez:
Yeah. That’s awesome, man. It’s a 180 from benefit brainstorm.
Saul Marquez:
Yeah. Or. Though. Dull and boring.
Saul Marquez:
Yeah, I know it now. It’s good, it’s good. Thanks for sharing the background. So. So for the people listening, you know, obviously great, great stuff. I mean, if you’re curious about this, best way to really understand it is to check out the Web site, freshbenies.com. Everything’s transparent pricing, how everything works. Give us, you know, really like that plan for people looking to save money in health care and common pitfall.
Reid Rasmussen:
Yeah, well, as far as the plan, it’s it’s that there are practical tools that are going to help empower your people and help them feel like they’re in control with their with their benefit plan, deliver them in a way that they are going to get used. That’s the big key. And then engage, engage, engage, engage and just keep promoting that your people are empowered, that there are tools that will help them. And, you know, that’s that’s really the crux of what we’ve tried to do with our company is, is those steps. And like I said, we’re not trying to solve the whole healthcare puzzle. But the very first entree is if we can help our employees and the members around the country feel more empowered that they have a role in healthcare. I think we’re all gonna be better and then people will actually be engaging for the best quality care and be involved in their own health care. As far as a common pitfall. A common pitfall is thinking that everything that I just talked about here with engagement, all the things that we did to get such better results that it sounds simple and that it should just happen on its own. Thinking that engagement is just going to happen on its own is the biggest pitfall. And you’ve got to look at this and understand value there. We’re not the most expensive version of a set of services like this that are out in the marketplace, but we’re not the cheapest. And by definition, the cheapest ones, If if you think I’m just gonna get the cheap one and that’ll be just the same and I’m sure people will figure it out. There’s a reason that they’re the cheapest because they’re not getting used. Because if they were being used, they wouldn’t be that inexpensive in these tools and so look at value and figure out what you’re actually trying to do. If what you’re trying to do is change the culture of your employees or or to engage people in the healthcare system. Then go with a tool that’s going to get used.
Saul Marquez:
Love it. Now, this is a phenomenal platform, a great message, and I mean, I’m very thankful that that you’re able to share this with us, Reid. Any any any closing thoughts. What do you what would you say is the call to action for For the listeners today?
Reid Rasmussen:
If inside your organization or inside your Harvard is that you’re touching the healthcare system. If those end members don’t have something of an advocate who’s there to guide them through the system or some tools that are helping them be a better consumer like telehealth doctors online service that consumerism networks can just go investigate them and then relevant to your organization. That’s that’s my call to action.
Saul Marquez:
A great call to action. And that say check out freshbenies again. It’s freshbenies.com., Reid and truly thankful that you jumped on with us. Looking forward to staying in touch.
Reid Rasmussen:
Thanks so much. I appreciate the chance to tell our story and encourage some engagement.
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