You've built rigorous processes around every major spend category in your organization. You benchmark vendors. You negotiate terms. You demand accountability and ROI.

Then the benefits renewal comes — and somehow, a 9% increase with a shrug becomes acceptable.

It shouldn't be. And it doesn't have to be.

THE CFO'S OPPORTUNITY

THE NUMBERS

For a company spending $5M annually on health benefits:  • At national trend (8%): you'll spend $7.3M in 5 years • With our strategy (<2% trend): you'll spend $5.5M • The difference: $1.8M in retained capital — every 5 years  That's not a rounding error. That's an acquisition, a capital project, or margin recovery.

WHAT WE DO FOR CFOs

• Claims Data Transparency: Full access to your plan's claims and pharmacy data — broken down by cost driver, risk tier, and opportunity. You'll see exactly where your money goes and what's moving the needle.

• Funding Structure Redesign: We evaluate your risk tolerance, cash flow position, and workforce profile to determine the optimal funding model — fully insured, level-funded, self-funded, captive, or hybrid. Then we build the financial controls to manage it.

• Stop-Loss Architecture: We competitively market your stop-loss coverage independently of your TPA, securing specific and aggregate terms that protect your balance sheet without overpaying for protection.

• EBITDA Impact Modeling: We translate benefits strategy into financial outcomes — reduced trend, avoided premium dollars, retained underwriting savings, and predictable renewal windows that support your forecasting.

• Fiduciary Framework: Under the Consolidated Appropriations Act, CFOs bear fiduciary exposure for benefits decisions. We document your process, benchmark vendor fees, and build the defensible framework that protects you.

• PE & M&A Readiness: For private equity-backed employers, we structure benefits programs that improve EBITDA, survive due diligence, and hold up under acquisition scrutiny.

WHAT CFOs SAY

CLIENT RESULT (Anonymized — Mid-Size Manufacturing, Southeast)

"We had no idea how much we were leaving on the table. In year one, we moved to level-funding and restructured our PBM contract. We saved $380K against our prior renewal projection — and our employees didn't feel a thing."

CLIENT RESULT ( Senior Care Retirement, Southeast)

“We have built a financial reserve of $1.4 Million dollars over a six year period, following the Fly Strategy set forth by our consultant Scott Ogburn.” Tom Turner. CEO - 125 Employees

CLIENT RESULT (Science - Manufacturing, Southeast)

“I have been fortunate as the CFO to have worked with IMA Financial (Scott Ogburn) since 2020. We chose a Hybrid Run Model and have built a very healthy financial balance sheet of around $1.6 Million.” Gray Messinger - 310 Employees

CLIENT RESULT ( Municipality, Southeast)

“We have built a financial reserve of $1.3 Million dollars over a six year period, following the Fly Strategy and if you compare it to the Trajectory we were own previously with our Medical renewals, we have saved $3.8 Million with IMA Financial. We have also lowered our employee premiums by $200 per month those employees covering their dependents.” Mark. CHRO - 190 Employees

QUESTIONS EVERY CFO SHOULD BE ASKING THEIR BROKER

• Can you show me my full claims data — by cost driver, by diagnosis, by provider?

• What is your total compensation from our account, including carrier overrides and administrative fees?

• How do you benchmark our plan's cost against employers of similar size and industry?

• What would you change about our plan design if cost efficiency were the primary goal?

• What is our stop-loss renewal strategy, and are you marketing it competitively this year?

If your current broker can't answer these without hesitation — you have a relationship problem, not just a benefits problem.

See How This Strategy Applies to Your Organization

Every employer is different. In 30 minutes, we'll map a customized approach to your workforce, your current plan, and your financial goals.

▶  Book Your Discovery Call →