Account executive: owns the strategy and the carrier relationship.
For proper coverage of an account we work in service teams of five. The account executive is the seat that owns the direction of the program — what the plan is for, what it should cost, what changes over the next three years — and the relationship with the carriers who have to be persuaded of it.
The work that decides the renewal happens long before it.
A renewal negotiated in month eleven is a reaction. The account executive’s year is built so that by the time the letter arrives, the position is already prepared.
Sets the strategy
What the plan is trying to achieve for this workforce, what the funding model should be, and which changes are staged over two or three years rather than taken in one painful step.
Carries the carrier relationship
Market checks run early enough that carriers compete for the business. Late submissions get lazy quotes, and lazy quotes make the incumbent look reasonable.
Argues the renewal
Trend, credibility weighting and the specific claims being priced, challenged item by item. The initial ask and the implemented rate are two different numbers, and closing that gap is this seat’s job.
Strategy and administration compete for the same hours, and administration always wins.
Where one broker carries both, the urgent work crowds out the work that compounds. Separating the seats is what keeps the strategic year from being eaten by the service year.
Nobody is on hold
The person negotiating your renewal is not the person waiting on a claims department. Both jobs get done properly because neither is a side duty.
The firm is run bottom up
The people on your account decide what it takes to run it — the technology, the data access, the research, more people if the account needs them. The service team drives the resourcing decision rather than asking permission for it.
Continuity
A team means an account does not stop when one person is away. Five seats, each with a defined job, and a record the others can pick up.
Anything that changes the shape of the program.
A number you cannot explain
A renewal that does not make sense, a funding proposal you want tested, a carrier position you want challenged.
A change in the business
An acquisition, a new state, a headcount swing, crossing fifty employees. These change what the plan should be, not just how it is administered.
A board or CFO conversation
When somebody upstairs wants the benefits spend defended, this is the seat that builds the case and, if it helps, sits in the room.
We are hiring account executives.
If you read this page and recognized the job rather than the service, that is worth a conversation. Bloomfield Hills or remote, and pay is based on experience.
There’s no formal mentorship program here — just people who’ve done the job for years, sitting close enough to ask.
Send us your renewal.
We’ll tell you whether it looks competitive, where we see opportunity, and the five questions we’d put to your carrier. No cost, and no obligation to move anything.
The renewal letter
Your current plan summary
Contribution split by tier
Enrolled counts by tier
Four documents — two more if your group is 50 or more. Nothing else; every extra one is a reason to postpone.
An independent employee benefits consulting firm. We look at the entire benefits program — cost, plan performance, risk and administration.
Bloomfield Hills, MI 48304
248.370.8853
719.425.2649
281.404.5670
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