A practical guide for Canadian employers to change their group benefits broker, manage Broker of Record appointments and protect employee coverage, claims and administration throughout the transition

Executive Summary

Changing an employee benefits consultant can be an important step toward improving an organization’s benefits strategy, financial performance and employee experience.

Employers may decide to change advisors because they want:

Stronger financial analysis
More competitive group insurance renewals
Better strategic advice
Greater transparency
Improved service
More sophisticated benefits benchmarking
Stronger funding and pooling expertise
Better administration and technology support

Yet many employers hesitate to make a change.

Their concern is understandable.

Group benefits provide essential financial protection for employees and their families.

A poorly managed transition could create confusion around eligibility, claims, billing, coverage or ongoing service responsibilities.

The good news is that changing a group benefits broker does not necessarily require changing the insurance carrier or the benefits plan.

In many Canadian group insurance arrangements, an employer can appoint a new advisor through an applicable Broker of Record (BOR) or Agent of Record process while maintaining its existing insurer and coverage.

This distinction is critical.

A broker transition and an insurer transition are different activities.

A broker transition changes the advisor responsible for supporting the employer.

An insurer transition changes the organization providing or administering some or all of the coverage.

The operational risks can be very different.

When the existing insurer and plan remain unchanged, a broker transition may be relatively straightforward.

However, employers still need to manage:

Existing advisory agreements
Broker appointment procedures
Compensation arrangements
Data access
Historical reporting
Open service issues
Insurer communications
Employee inquiries
Accountability during the transition

The objective should be to improve the advisory relationship without creating unnecessary disruption.

A successful benefits broker transition should be largely invisible to employees while materially improving the quality of advice and service the employer receives.

This guide explains how Canadian employers can plan and execute a group benefits broker change, understand Broker of Record requirements, manage transition risks and establish a stronger long-term advisory relationship.

What Is a Group Benefits Broker Transition?

A group benefits broker transition occurs when an employer changes the insurance broker, benefits consultant or advisory firm responsible for supporting its employee benefits program.

The employer may appoint a new advisor to provide:

Group insurance renewal management
Claims analysis
Benefits benchmarking
Funding and pooling advice
Plan-design consulting
Insurer negotiations
Vendor management
Employee communications
Strategic planning

The transition may involve replacing an individual advisor, changing brokerage firms or restructuring the advisory service model.

The important distinction is that the insurance arrangement itself may remain unchanged.

For example, an employer may retain the same:

Group insurance carrier
Policy or contract
Plan design
Premium rates
Employee benefits cards
Claims administrator
Coverage effective dates

The new broker assumes the advisory responsibilities recognized under the applicable appointment and service arrangements.

Exactly which responsibilities transfer, and when, depends on the insurer’s procedures and the employer’s agreements.

Broker Transition vs. Insurance Carrier Transition

Employers sometimes assume that changing brokers means changing insurance companies.

That is not necessarily the case.

These are separate decisions.

Understanding the Difference

Dimension	Broker Transition	Insurance Carrier Transition
Primary Change	Benefits advisor	Insurance provider or administrator
Insurance Contract	Often unchanged	New or amended arrangements
Plan Design	Can remain unchanged	Must be confirmed and mapped
Employee Benefits Cards	Usually unchanged if insurer remains	May need replacement
Claims Administration	Usually unchanged if administrator remains	May change
Eligibility Data	Often remains with insurer	May require migration
Disability Claims	Existing insurer responsibilities generally remain subject to contract	Requires detailed transition review
Implementation Complexity	Often lower	Potentially substantial
Employee Communication	May be limited	Usually more extensive
Main Risk	Advisory handoff and data access	Coverage, claims and operational continuity

A broker transition should not automatically trigger an insurance market tender.

The employer may want to establish the new advisory relationship first.

The new consultant can then evaluate whether the current insurer, funding arrangement and plan design remain appropriate.

This sequencing can reduce unnecessary complexity.

Why Canadian Employers Change Group Benefits Brokers

Employers may change advisors for many reasons.

Some are service-related.

Others reflect changing organizational needs.

Common Reasons for Changing Benefits Consultants

Limited Strategic Advice

The relationship focuses primarily on annual renewals rather than long-term benefits performance.

Inadequate Financial Analysis

The employer receives insurer reports but limited independent interpretation.

Weak Renewal Management

The advisor does not adequately challenge pricing assumptions, pooling charges or contractual provisions.

Insufficient Benefits Benchmarking

The organization lacks credible information about plan competitiveness.

Service Problems

Issues remain unresolved or responsibilities are unclear.

Organizational Growth

The employer requires capabilities beyond those of the current advisor.

Technology and Administration

The advisor cannot adequately support more sophisticated benefits administration.

Compensation Transparency

The employer wants a clearer understanding of fees, commissions and services.

Changing advisors should be a considered business decision.

A difficult insurance renewal or isolated service problem does not necessarily mean the advisor should be replaced.

The employer should first determine whether the issue reflects a correctable service gap or a more fundamental capability mismatch.

Step One: Evaluate the Current Advisory Relationship

Before beginning a transition, employers should document why they are considering a change.

This creates a clear basis for selecting a new partner.

Questions to consider include:

What services are currently provided?
Which deliverables have been completed?
Where is the current advisor underperforming?
What capabilities are missing?
Are service problems recurring?
Is compensation transparent?
What would a better advisory relationship look like?

Current Advisor Assessment

Evaluation Area	Questions to Ask
Financial Analysis	Are renewal and claims reports independently analyzed?
Strategic Advice	Is there a multiyear benefits roadmap?
Market Knowledge	Is benchmarking relevant and credible?
Funding Expertise	Are pooling and ASO alternatives evaluated when appropriate?
Service	Are issues resolved promptly?
Technology	Is administration supported effectively?
Transparency	Are fees and commissions clear?
Accountability	Are annual deliverables documented?

The objective is not simply to identify weaknesses.

It is to establish the requirements for the next advisory relationship.

Step Two: Review Existing Agreements and Obligations

One of the most important transition steps is reviewing existing contractual arrangements.

An employer may have:

A brokerage service agreement
A consulting agreement
An insurer appointment
Technology licensing arrangements
Data access agreements
Separate project engagements

These arrangements may contain provisions relating to:

Termination
Notice periods
Fees
Compensation
Confidentiality
Data ownership
Intellectual property
Ongoing projects
Transition assistance

The employer should understand these obligations before appointing a replacement advisor.

Key Contract Review Questions

Is there a written consulting agreement?
What notice is required?
Are there termination fees?
Are project fees outstanding?
Who owns the reports and data?
Are there technology access restrictions?
Are any services dependent on the existing broker?
What transition assistance is required?

Where material legal questions arise, the employer should obtain qualified legal advice.

A Broker of Record appointment does not automatically terminate every separate consulting or technology agreement.

Step Three: Understand the Broker of Record Process

A Broker of Record letter is a common mechanism used to identify the broker or advisor authorized to represent an employer in relation to an insurance arrangement.

In Canada, insurers may use different terminology and procedures.

These can include:

Broker of Record
Agent of Record
Advisor appointment
Producer change
Broker authorization

The process varies by insurer and arrangement.

What a Broker of Record Letter Typically Does

A BOR letter may authorize a new broker to:

Represent the employer with the insurer
Obtain relevant policy and experience information
Discuss renewal terms
Coordinate service matters
Receive compensation according to applicable insurer arrangements
Act as the designated advisor for the account

The precise effect depends on the insurer’s rules and the wording of the appointment.

Important Considerations

Employers should confirm:

Who is authorized to sign
Which policies or contracts are included
When the appointment becomes effective
Whether a waiting or rescission period applies
How the insurer notifies the incumbent broker
When information access becomes available
How compensation is handled
Whether separate authorizations are required

A BOR letter should not be treated as a generic administrative form.

It is an important part of the advisor appointment process.

Step Four: Select the New Benefits Advisor Before Initiating the Change

Employers should avoid terminating the existing advisory relationship before they have a clear transition plan.

The new advisor should be selected based on demonstrated capabilities.

These may include:

Canadian group insurance expertise
Renewal and claims analysis
Pooling and funding knowledge
Benefits benchmarking
Strategic planning
Technology
Service infrastructure
Employee communication
Compensation transparency

Questions to Ask a Prospective Advisor

How many similar broker transitions have you managed?
What is your standard transition process?
Which insurer appointment requirements will apply?
How will you obtain historical claims and renewal data?
How will you manage open service issues?
Who will be accountable during the transition?
How will you protect employee information?
What services will you deliver in the first 90 days?
What will change for employees?
How will you measure transition success?

A strong advisor should have a documented transition methodology.

The employer should not have to design the entire process itself.

Step Five: Establish a Formal Transition Plan

A broker change should be managed as a defined project.

Even when the insurer remains unchanged, there are multiple responsibilities to coordinate.

The transition plan should include:

Key milestones
Responsible parties
Required documents
Insurer approvals
Data access
Open issues
Communication
Service handoff
Post-transition review

Broker Transition Workplan

Workstream	Key Activity	Accountable Party
Governance	Confirm decision and objectives	Employer
Contract Review	Review termination obligations	Employer / Legal
Appointment	Submit required BOR documentation	Employer / New Advisor
Insurer Coordination	Confirm effective date and recognition	New Advisor / Insurer
Data Access	Obtain authorized reports and documents	New Advisor / Insurer
Service Handoff	Identify unresolved issues	Employer / Advisors
Administration	Confirm operational responsibilities	Employer / Insurer
Communication	Notify relevant stakeholders	Employer
Performance	Establish new service expectations	Employer / New Advisor

The plan should identify dependencies.

For example, the new advisor may not be able to access insurer information until the appointment is accepted.

Step Six: Protect Continuity of Employee Coverage

Coverage continuity is the employer’s most important operational priority.

If the insurer, policy and plan design remain unchanged, the broker appointment itself should not ordinarily require employees to re-enroll or replace their benefits cards.

However, the employer should confirm this directly with the insurer.

Coverage Continuity Checklist

Confirm the group policy remains active.
Confirm the insurer remains unchanged.
Confirm premium payments continue.
Confirm employee eligibility remains accurate.
Confirm coverage provisions are unchanged.
Confirm claims submission processes remain available.
Confirm existing benefits cards remain valid.
Confirm ongoing disability claim responsibilities.
Confirm any pending plan amendments.
Confirm there are no gaps in service ownership.

The employer should not rely solely on assumptions about how the insurer processes broker changes.

Written confirmation of the relevant arrangements is preferable.

Step Seven: Manage Claims and Open Service Issues

Even if the insurer remains unchanged, open issues may require attention.

Examples include:

Unresolved claims appeals
Billing discrepancies
Eligibility corrections
Pending disability matters
Employee complaints
Outstanding insurer reports
Contract amendments
Renewal negotiations

The employer should establish a transition register.

Open Issue Transition Register

Issue	Current Status	Responsible Party	Required Action
Claims Appeal	Pending	Insurer	Confirm follow-up ownership
Billing Error	Under Review	HR / Insurer	Reconcile outstanding amount
Eligibility Correction	Submitted	Administrator	Verify completion
Renewal Analysis	In Progress	New Advisor	Obtain required data
Plan Amendment	Awaiting Approval	Employer / Insurer	Confirm documentation

Sensitive employee medical information should not be transferred unnecessarily.

Individual claims details should be accessed only by authorized parties for legitimate purposes and in accordance with applicable privacy requirements.

A change in broker does not automatically authorize unrestricted access to personal health information.

Step Eight: Secure Historical Claims and Financial Data

Historical information is essential to effective benefits consulting.

Without it, the new advisor may struggle to evaluate:

Renewal pricing
Claims trends
Pooling
Funding
Plan design
Financial forecasts

Employers should identify the data required for ongoing advisory services.

Recommended Historical Data Package

Information	Why It Matters
Three to Five Years of Premiums	Understand financial trends
Claims Experience	Evaluate utilization and cost drivers
Renewal Reports	Review historical underwriting
Pooling Reports	Assess large-claim treatment
Current Contract	Understand coverage and obligations
Plan Booklets	Confirm employee-facing provisions
Rate History	Analyze pricing changes
Employee Census	Support financial and demographic analysis
Service Reports	Identify recurring operational issues
Previous Benchmarking	Understand historical plan positioning

The appropriate period and level of detail depend on availability, contractual rights and privacy considerations.

The employer should confirm what data the insurer can provide and what permissions are required.

Step Nine: Clarify Compensation During the Transition

A broker transition may affect how insurer-paid commissions or other compensation are allocated.

Employers should understand the arrangements before the effective date.

Questions include:

When does compensation transfer?
Does the insurer require a specific appointment date?
Are any commissions paid in advance?
Are there outstanding consulting fees?
Are there separate project charges?
Will the employer incur transition fees?
Does the new advisor’s compensation differ?

The answers depend on insurer practices and existing agreements.

Employers should avoid assuming that commission changes occur immediately upon signing a BOR letter.

Illustrative Compensation Example

Assume:

500 employees
Annual benefits premiums of $4,000 per employee
Brokerage commission rate of 5%

Annual benefits premium:

500 × $4,000 = $2,000,000

Illustrative annual commission:

$2,000,000 × 5% = $100,000

These figures are modeling assumptions, not universal Canadian commission rates.

The employer should understand how the appointment affects the compensation associated with the account and what services are provided in return.

Step Ten: Coordinate Communication With the Incumbent Broker

Changing advisors can be a sensitive professional situation.

The employer should manage the communication clearly and respectfully.

The appropriate sequence depends on contractual obligations, insurer procedures and the circumstances of the relationship.

Generally, the employer should:

Confirm the decision internally
Review contractual obligations
Establish the new advisor’s transition plan
Submit appointment documentation as appropriate
Communicate the change professionally
Coordinate outstanding matters

Avoid creating unnecessary conflict.

The objective is a smooth handoff.

The incumbent advisor may hold important information about:

Pending projects
Service issues
Historical decisions
Insurer discussions
Implementation commitments

A cooperative transition can reduce disruption.

However, the employer should maintain clear control over information access and responsibilities.

Step Eleven: Determine Whether Employees Need to Be Notified

A broker change may have little direct impact on employees.

If the insurer, coverage and claims processes remain unchanged, extensive employee communication may not be necessary.

However, employees should be informed if the transition changes:

HR contact information
Benefits support channels
Enrollment assistance
Employee communications
Claims escalation procedures
Benefits portals
Administration arrangements

Communication Decision Framework

Situation	Potential Communication
Advisor changes; insurer and processes unchanged	Internal HR communication may be sufficient
Employee support contact changes	Notify affected employees
Benefits portal changes	Provide clear instructions
Enrollment process changes	Communicate before implementation
Carrier changes	Comprehensive employee transition communication
Coverage changes	Formal communication of material plan changes

The employer should avoid presenting a broker transition as an insurance coverage change when no coverage change is occurring.

Clear communication reduces unnecessary employee concern.

Step Twelve: Avoid Combining Too Many Changes at Once

One of the most common transition mistakes is combining:

Broker change
Insurance carrier change
Plan redesign
Funding change
Administration technology change

Each may be appropriate.

But implementing all of them simultaneously can increase complexity.

Potential risks include:

Conflicting responsibilities
Data errors
Delayed enrollment
Employee confusion
Claims disruption
Implementation overruns

A More Disciplined Sequence

Phase One: Advisor Transition

Establish the new advisory relationship and secure information access.

Phase Two: Benefits Performance Review

Evaluate claims, pricing, pooling, plan design and service.

Phase Three: Strategic Recommendations

Identify which changes would create meaningful value.

Phase Four: Implementation

Execute approved changes using a structured project plan.

This sequence allows the employer to make decisions based on analysis rather than combining multiple transitions unnecessarily.

There may be circumstances where coordinated changes are justified.

For example, an employer may have an urgent carrier service problem or a time-sensitive contractual requirement.

The appropriate approach should reflect the risks and benefits of the specific situation.

What Should Your New Benefits Consultant Do in the First 90 Days?

A broker transition should lead to an improved advisory relationship.

The first 90 days are an opportunity to establish a strong foundation.

First 30 Days: Establish Control and Visibility

The new advisor should:

Confirm insurer appointments
Obtain relevant contracts and reports
Review the current plan
Identify open service issues
Establish key contacts
Confirm renewal dates
Review compensation arrangements

Days 31–60: Analyze Performance

The advisor should:

Review claims experience
Evaluate renewal history
Assess pooling
Review insurer expenses
Identify contractual risks
Evaluate administration
Begin relevant benchmarking

Days 61–90: Establish Strategy

The advisor should:

Present initial findings
Prioritize improvement opportunities
Establish a service calendar
Define performance measures
Develop an initial benefits roadmap
Confirm next renewal priorities

The level of analysis should reflect employer size, data availability and the agreed service scope.

How to Measure a Successful Broker Transition

A successful transition should be evaluated against defined criteria.

Broker Transition Success Scorecard

Evaluation Area	Success Measure
Coverage Continuity	No coverage interruption attributable to transition
Insurer Appointment	Appointment accepted and effective date confirmed
Data Access	Required documents and reporting available
Open Issues	Ownership established for unresolved matters
Communication	Stakeholders understand relevant changes
Service Model	Named contacts and escalation procedures established
Financial Analysis	Initial performance assessment completed
Strategic Planning	Priorities and service calendar agreed
Compensation	Arrangements understood and documented

The transition should not be considered complete merely because the BOR letter has been accepted.

The employer should confirm that the new service model is functioning effectively.

Common Mistakes During Benefits Broker Transitions

Mistake 1: Assuming a Broker Change Requires a Carrier Change

This can create unnecessary disruption.

Better approach: Evaluate advisor and insurer decisions separately.

Mistake 2: Ignoring Existing Agreements

The employer may overlook notice periods or outstanding obligations.

Better approach: Review contracts before initiating the transition.

Mistake 3: Signing a BOR Letter Without Understanding Its Effect

Insurer procedures and compensation timing can vary.

Better approach: Confirm appointment requirements in advance.

Mistake 4: Failing to Secure Historical Data

The new advisor may lack the information needed for meaningful analysis.

Better approach: Establish a data access plan.

Mistake 5: Overlooking Open Claims and Service Issues

Unresolved matters can fall between advisors.

Better approach: Maintain a formal issue register.

Mistake 6: Making Too Many Changes Simultaneously

Combining advisor, carrier and technology changes can increase risk.

Better approach: Sequence changes where practical.

Mistake 7: Failing to Define New Service Expectations

The employer may replace one reactive relationship with another.

Better approach: Establish deliverables and accountability before transition.

Mistake 8: Poor Communication

Employees or internal stakeholders may misunderstand what is changing.

Better approach: Communicate only the relevant changes clearly.

Mistake 9: Inadequate Privacy Controls

Sensitive information may be shared more broadly than necessary.

Better approach: Use authorized, secure data-sharing processes.

Mistake 10: Treating Appointment as Completion

The employer may fail to verify that the new advisor has operational control.

Better approach: Conduct a formal post-transition review.

Case Study: A Canadian Employer Changes Brokers Without Changing Insurers

Illustrative example

Context

A Canadian employer with 850 employees had maintained the same group benefits broker for several years.

The relationship was generally responsive.

However, the employer wanted:

Stronger financial analysis
Better pooling advice
More relevant benchmarking
A multiyear benefits strategy
Improved executive reporting

The employer was satisfied with its insurance carrier and did not want to disrupt employee coverage.

Transition Strategy

The employer selected a new benefits consultant based on technical expertise and strategic capabilities.

The transition plan prioritized continuity.

Phase One: Contract and Appointment Review

The employer reviewed its existing agreements and confirmed the insurer’s broker appointment requirements.

Phase Two: BOR Submission

The required documentation was submitted and the effective date confirmed.

Phase Three: Data and Service Handoff

The new advisor obtained authorized access to:

Historical renewal reports
Claims experience
Pooling information
Current contracts
Open service issues

Phase Four: Benefits Performance Review

The advisor conducted an initial analysis of:

Claims trends
Renewal pricing
Pooling charges
Plan competitiveness
Administration

Phase Five: Strategic Planning

The employer and advisor established an annual service plan and multiyear priorities.

Illustrative Outcomes

The employer could achieve:

Continuity of employee coverage
No unnecessary carrier transition
Improved financial visibility
Stronger advisor accountability
Better renewal preparation
A more structured benefits strategy

The key lesson:

Changing your benefits advisor can improve the quality of advice without requiring employees to change their insurance coverage.

Frequently Asked Questions About Changing Group Benefits Brokers

Can an employer change group benefits brokers without changing insurance companies?

Often, yes.

Many Canadian group insurance arrangements permit an employer to appoint a new broker while retaining the existing insurance carrier.

The employer should confirm the applicable appointment process and contractual requirements.

Will employees lose coverage if the employer changes brokers?

A broker appointment alone does not ordinarily terminate an otherwise active group insurance policy.

However, the employer should verify that coverage, premiums and administration remain in good standing.

Do employees need new benefits cards?

Generally not if the insurance carrier, policy and claims administration remain unchanged.

Confirm with the insurer.

What is a Broker of Record letter?

A Broker of Record letter is a document commonly used to authorize a new broker to represent an employer with an insurance carrier.

The exact process and legal effect depend on the insurer and applicable arrangements.

How long does a broker transition take?

Timing varies based on insurer procedures, notice requirements, data access and the complexity of the employer’s arrangements.

The employer should obtain a transition schedule from the new advisor.

Does changing brokers cost the employer money?

There may be no separate transition charge under some arrangements, but employers should review consulting agreements, outstanding fees and any proposed new charges.

Can the new broker review our claims history?

The new advisor may be able to obtain relevant experience information once appropriately authorized.

Access to individual personal health information is subject to applicable privacy requirements and legitimate business purposes.

Should we change brokers before our insurance renewal?

That depends on timing.

An earlier appointment may give the new advisor more time to analyze experience and prepare for negotiations.

However, the employer should consider contractual obligations and the insurer’s appointment procedures.

Strategic Takeaways for HR and Finance Leaders

Separate advisor selection from insurer selection. Changing brokers does not necessarily require changing carriers.
Understand the BOR process. Confirm insurer-specific requirements and effective dates.
Review existing agreements. Appointment changes may not terminate separate consulting obligations.
Protect coverage continuity. Verify policy status, premiums and administration.
Establish a transition plan. Define responsibilities and milestones.
Secure historical data. Financial analysis depends on complete information.
Track open issues. Ensure unresolved matters have clear ownership.
Manage compensation transparently. Understand fees and commission timing.
Communicate appropriately. Avoid unnecessary employee confusion.
Sequence major changes. Do not combine transitions without a clear reason.
Use the first 90 days strategically. Establish financial visibility and priorities.
Measure transition success. Appointment acceptance is only one milestone.
Set higher service expectations. The new relationship should deliver meaningful improvement.

Employer Action Checklist: Changing Your Benefits Broker

Use this checklist to plan and execute a smooth group benefits advisor transition.

Before Appointing a New Broker

Evaluate the current relationship. Document service and capability gaps.
Define future requirements. Establish the services the new advisor must provide.
Review existing agreements. Confirm termination, notice and fee obligations.
Select the new advisor. Evaluate expertise, service and compensation.
Confirm insurer procedures. Understand BOR requirements and timing.

During the Appointment Process

Prepare appointment documentation. Confirm the appropriate authorized signatory.
Verify the effective date. Obtain confirmation from the insurer.
Confirm compensation arrangements. Understand any timing or fee implications.
Establish data access. Obtain necessary contracts, reports and experience information.
Protect personal information. Use secure, authorized data-sharing procedures.

Protect Coverage and Administration

Confirm active coverage. Verify policy and premium status.
Review eligibility. Confirm employee records remain accurate.
Track open claims issues. Assign responsibility for unresolved matters.
Confirm billing processes. Avoid payment or reconciliation disruption.
Clarify employee support. Ensure inquiries reach the correct contacts.
Communicate material changes. Notify stakeholders where appropriate.

Establish the New Relationship

Complete an initial benefits review. Evaluate financial and operational performance.
Agree on an annual service plan. Define deliverables and responsibilities.
Establish performance measures. Track service and strategic outcomes.
Develop a multiyear roadmap. Identify opportunities for improvement.
Conduct a post-transition review. Confirm that the new service model is functioning.

Your First 90 Days

Timeline	Priority Action	Expected Deliverable
Days 1–30	Complete appointments, confirm coverage and establish data access	Transition confirmation and service handoff
Days 31–60	Review claims, renewals, pooling, contracts and administration	Initial Benefits Performance Review
Days 61–90	Establish strategy, priorities and ongoing governance	Annual service plan and benefits roadmap

The transition should be considered successful when the new advisor is fully operational, coverage continuity has been verified and the employer has a clear plan for improving benefits performance.

Final Thoughts

Changing a group benefits broker can be an effective way to strengthen financial analysis, improve strategic advice and increase accountability.

But the transition should be managed carefully.

Employers need to understand Broker of Record procedures, review existing agreements, protect historical data and ensure continuity of service.

Most importantly, they should distinguish between changing the advisor and changing the insurance carrier.

A well-executed broker transition can improve the quality of the advisory relationship without disrupting employee coverage.

Changing your benefits advisor should create better outcomes for your organization—not unnecessary complexity for your employees.