Transformational Thinkers with Sara Sheehan
Sep 15, 2026 · 40 min · 11 segments
Employee healthcare benefits are one of the largest expenses for many businesses, yet CEOs and CFOs often lack visibility into how those dollars are spent. Donovan Pyle believes transforming that…
Donovan PyleGuest
Sara SheehanHost
What was harder for you to build, the technical model and the frameworks and tools, or was it the trust it takes to get a CEO and CFO to sign away the free commission-funded advice that, that they were used to?

So the first revelation is that we're actually in the service business, right? We sell services, so there's a scope of service, and so you end up going down a rabbit hole where, okay, well, what is our methodology for actually improving value for these benefits programs? How do we actually drive more value to the c- the client's bottom line and their people? And so what we've done at Health Compass, we've taken a productized service approach where over the past eight years we've built out, I think we're past 20 productized services, and they're trademarked, and so we can actually build the same thing twice.

We can give our clients the same customer experience over and over again by standardizing our workflows and our service and our work products.

And so what we do is we wrap all those services up under what we call the fiduciary governance protocol.

This is the process for maximizing the return on benefits investments, and we break the, that suite of services up into four categories of services.

And so what I mean by that is the assess phase is really the diagnostic consulting phase, right? Who are you? Where are you? [laughs] Where are the opportunities? Let's set goals and develop roadmaps to achieve them.

So that's planning the work, right? And that's a very underappreciated aspect in this realm of actually roadmapping and developing that multi-year strategy for an employer.

What does the future look like or what could it look like? And so that's a really important part of our process because if you've ever built a house without a blueprints, it's very difficult, right? You hire a bunch of people, and they're just banging on nails.

It's probably gonna cost a lot of money, and it's probably not gonna perform the way you want it to perform.

You have to start with understanding the landscape and where your client is in that.

Like, everyone defines risk differently, right? Everyone's got a different risk tolerance.

So there's all these factors that we've had to, yeah, we've had to build frameworks around so that we really understand our customers at a deep level.

Then we move into the procurement phase, right? So we're like the, the general contractor, to use a metaphor, where we're going to help the client find the best subcontractors to build the thing, okay? [laughs] So we manage the whole procurement process.

Okay, they make their decisions about which subcontractors they wanna work with.

Then we help them with the implementation phase of it, get the enrollment off the ground, yeah, et cetera, et cetera, and then we move into the property manager phase where we're managing the program on a monthly basis because every month there is a laundry list of things that need to get done.

And compliance requirements, it, I mean, it's just an endless maze of landmines that employers have to move through to offer these, these benefits programs.

It's to protect their blind spots and make sure that we're managing all the vendors and that the work is getting done on time and correctly.

What was harder for you to build, the technical model and the frameworks and tools, or was it the trust it takes to get a CEO and CFO to sign away the free commission-funded advice that, that they were used to?

So the first revelation is that we're actually in the service business, right? We sell services, so there's a scope of service, and so you end up going down a rabbit hole where, okay, well, what is our methodology for actually improving value for these benefits programs? How do we actually drive more value to the c- the client's bottom line and their people? And so what we've done at Health Compass, we've taken a productized service approach where over the past eight years we've built out, I think we're past 20 productized services, and they're trademarked, and so we can actually build the same thing twice.

We can give our clients the same customer experience over and over again by standardizing our workflows and our service and our work products.

And so what we do is we wrap all those services up under what we call the fiduciary governance protocol.

This is the process for maximizing the return on benefits investments, and we break the, that suite of services up into four categories of services.

And so what I mean by that is the assess phase is really the diagnostic consulting phase, right? Who are you? Where are you? [laughs] Where are the opportunities? Let's set goals and develop roadmaps to achieve them.

So that's planning the work, right? And that's a very underappreciated aspect in this realm of actually roadmapping and developing that multi-year strategy for an employer.

What does the future look like or what could it look like? And so that's a really important part of our process because if you've ever built a house without a blueprints, it's very difficult, right? You hire a bunch of people, and they're just banging on nails.

It's probably gonna cost a lot of money, and it's probably not gonna perform the way you want it to perform.

You have to start with understanding the landscape and where your client is in that.

Like, everyone defines risk differently, right? Everyone's got a different risk tolerance.

So there's all these factors that we've had to, yeah, we've had to build frameworks around so that we really understand our customers at a deep level.

Then we move into the procurement phase, right? So we're like the, the general contractor, to use a metaphor, where we're going to help the client find the best subcontractors to build the thing, okay? [laughs] So we manage the whole procurement process.

Okay, they make their decisions about which subcontractors they wanna work with.

Then we help them with the implementation phase of it, get the enrollment off the ground, yeah, et cetera, et cetera, and then we move into the property manager phase where we're managing the program on a monthly basis because every month there is a laundry list of things that need to get done.

And compliance requirements, it, I mean, it's just an endless maze of landmines that employers have to move through to offer these, these benefits programs.

It's to protect their blind spots and make sure that we're managing all the vendors and that the work is getting done on time and correctly.
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