Large distribution agreements can create reach and lock in assumptions at the same time.
The pressure is to move before an opportunity closes while avoiding commitments that later constrain care, economics, or trust.
Who you’d be doing this for
“My board wants a clear answer now, but I can’t lock our employers into something we can’t measure.”
Ian Fontaine · Chief Benefits Officer
He leads benefits purchasing for a coalition whose affiliated employers want a vetted musculoskeletal care option.
What is at stake
The coalition wants a fixed price per eligible member, category exclusivity, and a shared feed for three years, and the board votes in 14 days. You have to land terms you can live with or recommend walking away.
Why it isn’t already fixed
Every obvious fix costs something else. That’s the part you’d have to decide.
- distribution reach vs. channel exclusivity
- board speed vs. verified reporting
- committed price vs. uncertain utilization
- commercial ambition vs. member-access reliability
- coalition simplicity vs. contractual safeguards
Why Sword Health
At Sword Health, these decisions may affect how broadly members can access care and how sustainably that access can be supported.
Written with these in mind
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This is the setup. The work is inside.
Running it puts you in the room: the full situation and its constraints, stakeholders who push back in their own words, and the decisions that are yours to make. What you produce becomes a Day One Plan — work you can show someone instead of describing.