Post-discharge home-delivered meals
$1.5M
$2M
Medicaid membership, produce kits, HRAs
Directional lift on readmission-linked measures
By the time a benefit reaches a finalist round, most vendors are offering a close variation of the same service. The plan is left comparing per-unit cost, because nothing else in the response gives them a reason to choose one over another.
A single service, priced per unit, compared line by line against two or three vendors offering the same thing.
Engagement numbers reported at a plan level, with no line back to the readmission or SDoH measure leadership actually tracks.
Security and delivery logistics answered defensively, after a finalist panel asks.
A bundled service layer — delivery, counseling, and an in-home touchpoint — that's expensive for a single-line vendor to replicate.
A documented line from the benefit to the specific Star measure it's meant to move.
Security posture and rural coverage addressed in the response itself, before anyone has to ask.
A fixed-scope engagement for plans heading into a bid or RFP cycle. It audits your current or proposed supplemental benefit against the competitive landscape, maps it to the Star measures it's meant to move, and produces a positioning brief your team can use to write requirements that surface real differentiators — not just price.
How your current or proposed benefit compares to what competing plans in your market are actually offering.
Which measures your benefit portfolio plausibly moves, and where the gaps are.
The specific structural changes that move you from parity to breadth.
A document your team can use to write requirements that surface real differentiators, not just price.
A working session with you and the stakeholders you choose to bring in.
$15,000
Two sister Medicare Advantage and DSNP plans in Pennsylvania needed a supplemental benefit that would hold up in a competitive RFP and move a Star measure their leadership was already tracking. Meals alone weren't going to do either. The winning strategy paired the meal benefit with telephonic nutrition counseling and an owned delivery fleet — drivers who could flag a tripping hazard on the same visit that dropped off dinner.
The RFP surfaced the two objections every regional plan raises: how a smaller vendor handles data security, and how delivery actually works outside the metro counties. Both were answered in the response itself, not after a finalist panel raised them.
The result: a $1.5M initial contract that expanded to $2M within six months, adding Medicaid membership, produce kits, and health risk assessments — along with a directional lift on the readmission measures the benefit was built to move.
Results reflect one prior client engagement handled directly by Laura Stine and are not a guarantee of outcomes for future engagements.
This isn't vendor selection. It's the strategy work that happens before you write the RFP, so whichever vendor you choose is competing on the terms that actually matter to your Star measures, not just unit price.
Often, yes, for the benefit design itself. What's harder to build internally is the finalist-round view: knowing which objections a panel will actually raise, and which service combinations are expensive for a single vendor to replicate. That's the side of the table I've spent thirteen years on.
A general consultant studies the market. I've built and sold the winning bid — closed multimillion-dollar payer contracts across Medicare Advantage, Medicaid, and DSNP lines, then watched which of those contracts expanded and which stalled.
Most plans do this work twice a year: right after the October Star Ratings release, when the gaps become visible, and again in Q1 planning, while there's still real runway before the June bid filing deadline. If you're reading this in between, that's still the right time to start the audit — it's the strategy work that needs to happen before either date, not a reaction to either one.
The audit includes a documented mapping from your specific benefit to the measure it's meant to move, built the same way I'd build it for a vendor's own RFP response. It won't guarantee a Star point — it replaces a guess with a documented rationale.
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