Your people moved. Your plan did not.
Remote and hybrid work redrew the map of most employers’ workforces. The benefits program underneath it usually stayed put — one state’s network, one state’s assumptions, one enrollment meeting in a conference room. The gap between the two is where cost, risk and employee frustration collect.
This is not a temporary condition.
Five years on, distributed work is how a large share of the white-collar workforce operates, and the benefits market has only partly caught up with it.
of remote-capable employees work fully remote, and another 52 percent work hybrid. About a fifth are on-site full time.
of employers with 50 or more workers believe their largest plan gives employees timely access to mental health care. For primary care the figure is 92 percent — access is not uniform across a plan, and distance makes the gap wider.
of employers with 50 or more workers now buy virtual primary care outside their health plan’s network. Among employers of 1,000 or more it is 45 percent.
Sources: Gallup, remote-capable US employees, May 2026 · KFF 2025 Employer Health Benefits Survey.
Six things that break when the workforce spreads out.
None of these show up on a renewal spreadsheet. They show up in claims, in complaints, and in the questions HR gets that nobody budgeted time to answer.
Network Reach
A plan built around one state’s network reads fine on paper until an employee two states away cannot find an in-network primary care physician, and the whole family drifts out of network. The cost shows up later, in the claims, not at renewal.
Eligibility and the Plan Document
Plan documents written for an office workforce make assumptions about hours, worksite and eligibility that no longer describe how people actually work. The document is what governs in a dispute, not the intent behind it.
Enrollment Built Around a Room
An open enrollment designed for a break room does not survive the move to screens. Participation falls, elections get made without anyone to ask, and dependent and beneficiary data quietly goes stale.
State Rules Follow the Employee
Continuation requirements, state-mandated benefits and state paid leave programs generally track where an employee works, not where the company is headquartered. Adding one employee in a new state can add a rule set with it.
Telehealth Stops Being a Throw-In
It used to be a line item nobody read. For a distributed workforce it is often the front door to care, and the difference between a serious virtual offering and a token one is measurable.
Files That Have to Agree
Payroll, the benefits administration system and each carrier have to agree about people nobody sees in a hallway. When they disagree, the first sign is usually an employee at a pharmacy counter who is not in the system.
How we work it.
The order matters. Most of the mistakes we are asked to fix come from changing the plan before anyone mapped the population it now has to cover.
Map the Population First
Where your employees actually work, by state, and where their dependents are. That map is usually the first time anyone has looked at the census this way, and it frequently surprises the people who run payroll.
Test the Plan Against the Map
Network adequacy where your people actually live, out-of-network use in the claims you already have, the real strength of the telehealth offering, and what a second carrier or a different network arrangement would do to both cost and access.
Then Fix the Administration
Enrollment that works on a phone at a kitchen table, eligibility files that reconcile across payroll, the ben-admin system and each carrier, and required notices that reach people who never walk past a break room poster.
Who Does the Work
For proper coverage of an account we work in teams of five: an account executive, an account manager, a plan analyst, customer service and IT. The IT seat is not decoration on this kind of account — eligibility files and benefits administration are where distributed workforces actually go wrong.
What Else You Get
Access to CPAs and attorneys through the firm once you are a client, and a chat service available around the clock, which matters more than it sounds like it should when your employees are not all in one time zone.
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
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Houston, TX 77084
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