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Major Not-For-Profit Health Insurer

Equipping People and Processes for a Capacity-Based Vendor Consolidation

What if...vendor consolidation didn't have to mean disruption, and that skilled, vetted resources could be seamlessly onboarded and integrated?

Our client is one of the largest not-for-profit health insurers in the Northeast United States, providing Medicaid, Medicare Advantage, and commercial plans to almost two million members.

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Optimizing Costs and Improving Digital Experiences at Scale

Health insurers must make sure that every dollar spent provides value to members and improves access to quality care. Our client wanted to reduce costs by consolidating important digital initiatives into a series of multi-year projects focused on member and broker digital interactions. This entailed switching from prior consulting firms, which required a swift and seamless integration to ensure work remained on track and on budget.

Within months, we seamlessly onboarded 200+ skilled multishore resources in time zones aligned with the payer and across a variety of digital workstreams and specializations. Our comprehensive management plan ensured that we met our client's timeline and expectations with zero disruptions.

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Diagnosing Business Needs and Building Capacity 

We led strategic planning sessions with executive stakeholders to identify key business needs and KPIs to prioritize. These included attrition targets and continuous performance improvements for individual team members that would allow us to monitor our progress and success.

Our comprehensive talent acquisition and onboarding framework rapidly built a strong pipeline of internal and external resources who could quickly bring value to the client. Our colleagues brought a variety of specializations to optimize the consumer experience and perform front- and back-end development, project management, and QA testing.

Each new resource completed a comprehensive, client-specific orientation program before integrating with the client's team. This process ensured that every contributor was Agile trained and certified, and equipped with best practices for the specific business needs that they would support.

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Keeping a Pulse on Progress

With such a large transition involving so many teams, it was imperative to drive alignment and maximize efficacy through regularly scheduled check-ins with key stakeholders. We established a framework that defined the frequency and format of transparent information exchange and provided a recurring opportunity to track KPIs and monitor progress.

Additionally, our industry-leading retention rate, fostered by our people-centric culture and continuous development model, will help minimize attrition – a key concern for the client – and support the continuity of our skilled, integrated talent.

It was great to see how Perficient’s transition and leadership teams came together to ensure we had all the right resources. Head of Engineering at Client Subsidiary


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Better Health for the Business and the Communities It Serves

Onboarding more than 200 new resources in a matter of months could have significantly delayed our client's drive to create a more consumer-centric experience and care model. But our meticulous preparation and multishore delivery model ensured that teams were immediately contributing to the health insurer's mission.

Our diligent transition efforts strengthened collaboration and trust with the client's teams and supported the health insurer's ability to improve experiences for members and streamline access to affordable, quality health insurance plans.

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