Allen Karp

So we had to bring in, particularly at the senior level, folks who have had a lot of years of experience in dealing with partnerships, in dealing with collaborating with physicians, and we were able to do that, both on the clinical side and the network and operational side.

Understanding the new model and how the new model worked, what it meant for us as a health plan, and explaining that to the providers

We needed to get some people that had that skill set as well, because it's a different ballgame.

We've seen tremendous results.

We've seen reduction in re-emission rates.

We've seen reduction in patient utilization, reduction in emergency room utilization.

We have been in a position the last several years where we have been able to

create significant savings that allow us to pay out a portion of that savings back to our health system and physician partners, which is always positive because they begin to believe that this model actually works.

So on the clinical side, we've seen very good results in terms of improving gaps in care.

and some of the other operational quality measures that we typically look at.

Overall, the relationship with the health systems and the physicians have given us a major advantage because we're now beginning to speak the same language and focus on the same thing.

So we've had a lot of success in not only the employer market, but in the individual market and the small group employer market in particular.

We've been able to take a product built around the health alliance,

and the other value-based providers.

And the first year, we were expecting around 250,000 members.

We got 275.

Now we're up to 450,000.

So clearly the market has told us that this is a product that they value.

Our price points have been very competitive as we go upmarket.

It took a couple of years for those employers to see the value, but they are now seeing that value and we are growing.