Real Results.
Real Impact.

600 Employees

Background

A fast-growing, multi-state restaurant and hospitality group with a young, largely hourly workforce spread across a dozen locations.

Challenge

Benefits engagement was low and plan options felt confusing to hourly staff. Turnover was high, few employees had ever had their coverage explained to them in person, and enrollment paperwork was handled inconsistently across locations.

Solution

UBA Health added voluntary benefit offerings, brought in one-on-one enrollment education at each location, and set the group up with a dedicated benefits administration system so HR could track enrollment from a single dashboard.

Result

Employee engagement increased to 70% of eligible employees, with a 10% lift in enrollment participation, and the group saved $149,847 (10.1%) on its overall benefits spend.

80 Employees

Background

An 80-person engineering firm that had renewed the same plan structure for several years without a fresh look at its design.

Challenge

Renewal costs were climbing every year, and employees were increasingly frustrated by high premiums, deductibles, and out-of-pocket costs. Leadership worried that continuing to pass increases on to staff would hurt retention in a competitive hiring market.

Solution

UBA Health consolidated three separate plan designs into one and implemented a self-funded MERP to reduce employee out-of-pocket costs by 80%, simplifying administration while giving the firm more visibility into its own claims data.

Result

Employee out-of-pocket costs were reduced by 80%, and the firm saved $199,638 (19.2%) against its prior renewal trajectory.

85 Employees

Background

An 85-employee software company running a high-deductible HRA plan administered by an outside third-party administrator.

Challenge

Rising costs collided with employee confusion over how the HRA and deductible worked together, and claims questions routed through the outside TPA often took days to resolve.

Solution

UBA Health implemented a full-service MERP with an FSA and refreshed the company's voluntary benefit offerings, bringing administration in-house so employees had a direct, responsive point of contact.

Result

Employee out-of-pocket costs were reduced by an estimated 34%, plan understanding improved significantly, and the company saved $100,714 (13.6%) overall.

201 Employees

Background

A 201-employee communications company that had shifted to a level-funded, self-insured model at its prior renewal, improving benefits and lowering cost — but with little employee understanding of the new plan.

Challenge

The prior broker had done a poor job on enrollment and plan education, leaving employees confused about their plan design and network and frustrated despite the underlying improvements.

Solution

UBA Health ran a full open enrollment requiring every eligible employee to meet one-on-one with a benefit counselor, backed by detailed benefit summaries and an expanded voluntary benefits lineup, including whole life coverage.

Result

Employee satisfaction and feedback turned positive, and the company saved $169,845 (5.1%) through renewal negotiations with its current TPA.

67 Employees

Background

A 67-employee not-for-profit that had moved to a self-funded health plan expecting savings that never materialized, watching health care costs double over five years.

Challenge

Both out-of-pocket costs and employee premium contributions had become unsustainable, with year-over-year renewal increases showing no signs of slowing.

Solution

UBA Health proposed an ICHRA, giving each employee an employer-funded budget to shop for individual coverage that matched their own needs, supported by benefit counselors who met with every employee to price and compare options.

Result

Employees were able to select comparable or better coverage at or below their prior costs, and the organization saved $1,014,690 (49.8%) against its expected premium trajectory — cutting its overall health care spend roughly in half.

270 Employees

Background

A 270-employee school where participation in valuable voluntary benefits was very low, with no real enrollment or communication process in place.

Challenge

Many employees were enrolled in plans that did not fit their needs, and that mismatch contributed to a projected 8% renewal increase.

Solution

UBA Health integrated voluntary benefits onto the group’s online enrollment platform and had benefit counselors meet one-on-one with employees to walk through their options.

Result

Plan participation increased by 50%, and getting employees into the right plans helped turn a projected 8% renewal increase into an actual 1% decrease.