Employer Intelligence for Healthcare
Benefit decisions, network steerage, direct contracts — employers now shape all of it. Few systems have the function to engage them, and the ones that build it first set the terms. That's the gap EES Intel works in.
I map the employer side of your market — the one seat where the cost of care and the decision about where it's delivered sit together. The work takes three forms.
Six efforts. One map.
Facilities, occupational health, direct contracting, marketing — pointed at the same volume, working from different pictures. The diagnostic is the shared one: every commercially significant employer in your market, scored and sequenced, reason attached. Four weeks. No internal data required.
New-market entry · Strategic planning input · Service line launch · Opportunity sizing
Some questions can't wait.
Where your network destabilizes under an exit. Which broker to develop first. The price that anchors an employer offer. The specific read a moving situation calls for — built while it still matters.
Payer negotiation · Competitive response · Broker development · Direct-arrangement scoping
Early is cheap. Consensus is expensive.
Employers holding some form of direct contract with providers — a COE, a bundle, a steerage deal, a full arrangement: 18.7% two years ago. 27.6% today. Another quarter evaluating. The shift is readable in the data now — the lanes close once the market agrees it's real. This is the employer channel built before that point: which employers, in what order, with what opening argument.
Commercial workstream planning · Direct-to-employer program development · Commercial volume leakage
"The systems that build the employer function now set the terms. The ones that wait inherit them."
Commercial growth is no longer one priority among several. Commercial volume carries the margin that funds everything else — and every seat in the C-suite now holds a piece of the mandate. Facilities builds the capacity. Occupational health holds the relationships. Managed care negotiates the contracts. Marketing runs the campaigns. And the decision that actually routes commercial volume — the employer's — belongs to none of them. The employer is the one seat where the cost of care and the decision about where it's delivered sit together. That's where the work aims.
Employers have already moved — direct contracts, steerage, site-of-care decisions made upstream of the payer. Most systems haven't answered. That gap closes on its own schedule: the systems that build the employer function now set the terms; the ones that wait inherit them. Every engagement is built accordingly — the map you buy today is the position you hold when the market catches up.
Engagements are scoped to a specific commercial question, fixed-price, and fast enough to matter while the answer still does. No software, no subscriptions, no retainer.