We asked our readers what the most unique or creative thing they've done (planned or otherwise!) that has left an impression on a prospect or client. Here's what you said.

Getting a foot in the door

Ever make an egregious faux pas? Me either. About a decade ago, a good “friend” of mine certainly did. As a relatively green vendor representative, having spent the prior 10 years on the broker side, here was one of “her” first big breaks. A chance to build a new relationship with one of the “who's who” insurance firms in Texas. This was a big deal. Someone had gone out on a limb for me, and boy, did they hear about it later.

See, I subscribed to the Mr. Rogers shoe philosophy. After parking, I excitedly and nervously grabbed for my laptop bag in the backseat and reached for my high heels on the floorboard. But wait, they weren't where they “lived” in my car. Oh no. I turned white as a ghost. With no time to spare, I made the (extraordinarily long) walk of shame across the parking garage, into the main lobby and up to the eighteenth floor of this high-rise and right up to the receptionist who gave me a once over…as did the Director of Operations who had agreed to let me teach CE to 30 of her employee benefits professionals, sight unseen. In some irrational place in my mind, I was hoping, pleading with God that no one would look down and see what I had on my feet.

I set up in the conference room overlooking the city, with rich wood paneling and plush leather chairs I just knew would soon be filled with intimidating big-wig types. I announced to the consultants and account management teams that this might be the most memorable first impression by a vendor rep they would ever encounter. With my head held high and my face as red as my hair, I suddenly remembered it was April 1. Taking a chance, I used Broadway hands, opening my arms wide, and stuck out one white, fluffy house-shoed foot and said, 'Happy April Fool's Day!' I explained what happened. They laughed. I laughed. We bonded. And the women especially understood. We all agreed that high heels were overrated and that the show must go on. To this day, they still chuckle about this when I come to visit.

And so does the agency I walked into about five years later with one black pump on and one blue. My footwear may have caught their attention, but my depth of knowledge kept it.

I'm currently on a flight to Houston for a single finalist presentation—me and my three pairs of shoes for one appointment. Lesson learned. As with PowerPoints, I have learned to make sure to have backups for my backups.

Gentrie Pool, midmarket vice president, ConnectYourCare

Gaps and overlaps

My first experience as a service representative for Group Hospitalization, Inc. involved resolution of a claim issue for the secretary of a company CEO. They had recently purchased a group plan and he called our office asking for instructions on how to terminate the contract. His secretary had given birth several weeks prior and her claim was denied, as her coverage was terminated when she left the firm prior to the birth of her first child. However, the contract would pay benefits provided conception occurred while the plan was in force, even if the member was terminated before delivery.

They had not enrolled her under the new plan, assuming the insurer would pay. Since the group contract had been cancelled when they moved to the new plan, the claim had been denied. I told the CEO I wanted to come see him and he said, “don't bother.” I drove out to his office and bullied my way past his new secretary. I explained the difference in contracts and promised to get the claim paid as an exception. He was an angry man when I arrived and relieved when I left. I did get management to pay the claim and encouraged the personnel and training department to train sales staff to read contracts, both the old and the new, to ensure nothing fell through the cracks.

Years later, working for another Blue Plan, I met with a large medical manufacturer in the Chicago area who was referred to me. The CEO's secretary had paid for dependent coverage for her husband on their group plan for several months, assuming it would pay as secondary to his employer group plan, which reimbursed at 80 percent. The sales representative had not explained at the time of sale the coordination of benefits provision in the contract they purchased. It clearly stated the “non-duplication” COB methodology.

I reviewed his entire contract with him and explained the importance of comparing every last provision and how they can impact plan performance and employees electing coverage. While I did not acquire the plan that year, I was able to acquire them as a client a year later.

Too often, we focus on rates and plan design and overlook the details that can cause misunderstandings and can cost us a client. Busy executives don't typically enjoy reviewing contract features of a health plan or compliance requirements; however, we fail the client if we don't insist on a thorough review. I wish I had a camera to take the picture of HR professionals when we tell them the review of their SPD will take hours, not minutes—not including the PBM setup.

Marcia P. Friedman, Arrow Benefits Consulting, Inc.

Everyone needs an Adam

A partner at one of my client firms reached out about waiving the new hire waiting period for a new employee. “We can't make contractual exceptions,” was my reply; however, we could modify the policy for future new hires. After my response, the (new hire) employee reached out with the same question, possibly thinking that asking another way would result in a different answer.

After a little digging, I asked what health care services this employee needed before the 30-day waiting period was over. Turns out, it wasn't a medical procedure, but a prescription fill for seizure management. I quickly made a couple phone calls and we were able to secure a cash deal of 60 tablets for $17.40. That's cheaper than it would have been using her insurance that hadn't started yet.

The email response from the employee: “Woweee you're amazing!!!! This is. Amazing. Everyone in the U.S. needs an Adam getting them cheap prescriptions. Thank you!!!!”

This is why we do what we do.

Adam Berkowitz, founder & president, RHU

Prowess and dedication pay off

On an afternoon in the summer of 2015, my partner, Tino Russo, and I jumped on a prospecting call with the director of benefits of a 5,000-life, Fortune-ranked company who we had met with earlier that year. At that time, they were working with a top-three, national benefits consultancy.

On the call, we learned that the incumbent broker had just begun a multi-month marketing exercise of the employer-funded ancillary lines. We asked if she could possibly send over their experience data, which she promptly did. Based on our underwriting prowess and before the call ended, we provided a five-minute, back-of-the-envelope analysis and followed it up with a more detailed analysis two days later, uncovering 15 percent savings.

Nearly three months later, the incumbent broker came back with their results, virtually matching the number we provided in five minutes. Furthermore, based on our guidance, we directed the prospect to ask that the savings begin immediately, months before the upcoming renewal. We further suggested she ask for a rate guarantee that extended far longer than the one presented to them by the incumbent. Needless to say, we BOR'd the group's ancillary lines.

Fast forward two years, and the group put their entire benefits offering out to market, via an RFP that excluded the ancillary lines under our consultation and additionally stripped out their voluntary benefits, also placing them with us. The group eventually moved away from their “alpha house” broker, but kept us in place on all ancillary and voluntary components. Our front-end work got us in the door, but our dedication to service kept us there!

Kevin Kennedy, benefits consultant, TriBen Insurance

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