September 17, 2025 • 35 mins
The modern workplace is transforming before our eyes, and with it comes an alarming trend: a dramatic surge in disability claims driven by mental health concerns. This episode of Human Resilience dives deep into this critical issue with experts Mitch Bagley from the Insurance Collaboration to Save Lives and Steve Cyboran, Actuary and Chief Behavioral Officer at Humaculture, Inc.
Recent data reveals over 5 million Americans are currently disabled, with stress and mental health rapidly becoming the leading causes of workplace disability claims, outpacing traditional physical injuries. What's driving this shift? Our guests point to the perfect storm of post-COVID uncertainty, technological disruption, and fundamental changes in how we work and connect.
Listen and Learn:
- How organizational culture directly impacts individual health outcomes by exploring compelling real-world examples, including the fascinating case of airline pilots after 9/11
- Why traditional wellness approaches have largely failed because they ignore individual circumstances and realities
- Why in today's complex health landscape, personalized, behaviorally-informed approaches aren't just nice to have -- they're essential for organizational survival
Listen now to discover how forward-thinking companies are transforming their approach to employee wellbeing and creating environments where people with chronic conditions can truly thrive.
Guests
- Mitch Bagley, Insurance Collaboration to Save Lives
- Steve Cyboran, CEO, Actuary and Chief Behavioral Officer at Humaculture, Inc.
Hosts
- Bob Gold, Chief Behavioral Technologist, GoMo Health
- Shelley Schoenfeld, Chief Strategist, GoMo Health
Thanks for tuning in. Subscribe today to receive alerts of new episodes, comment with questions for our hosts/guests and follow @GoMoHealth on social for the latest in healthcare engagement.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:04):
We've spoken to a few workmen's comp companies that
deal with many employers.
In our own research there'sbeen a dramatic rise in stress,
mental, brain health as a reasonfor disability.
You know it may be the fastestgrowing cager reason for
(00:26):
disability outside of the normal.
Oh, I hurt my back, my body,you know those types of things
and it makes sense Like look atthe world around us, what we're
going through.
Speaker 2 (00:43):
Hi everybody, sometimes something new
intercepts our life and changesthe way we're able to live, work
or care for ourselves andothers.
Hi, I'm Shelley Schoenfeld,chief Marketing and Client
Services Officer at GOMO Health.
Speaker 1 (00:57):
And I'm Bob Gold, Chief Behavioral Technologist.
Speaker 2 (01:01):
And together we're diving into the real stories and
science behind whole personhealth, what it means, why it
matters and how it can make adifference for people who need
it most.
Welcome to season two of HumanResilience changing the way
healthcare is delivered.
Today we'll be talking about arising trend that's really
changing the way we think aboutwork, health and chronic care,
(01:23):
and that's the surge in adultsin the workforce with
disabilities.
More people with chronicillnesses are staying in the
workforce and thriving, yet manysystems aren't available to
support them in their long-termwell-being.
This shift really presents amajor challenge, but also a
powerful opportunity forinsurers and employers and care
(01:45):
innovators.
Joining me today are twoinnovators Mitch Bagley from the
Insurance Collaboration to SaveLives and Steve Sibaran, who
works both with InsuranceCollaboration to Save Lives and
is also affiliated withHumaculture, and we'll learn
more about both of thoseorganizations in a few minutes.
Mitch and Steve, welcome.
(02:06):
Please just tell us a littlebit about yourselves and how you
came to this program and theinsurance collaboration to save
lives.
Speaker 3 (02:17):
Shelly, thank you so much for having us.
My name is Mitch Bagley.
My background in insurance Iwas a property and casualty
broker in Charlotte, northCarolina.
I came to Charlotte as anaspiring banker and somehow got
looped into insurance, which Iam grateful.
It turned out that way and Ijoined the insurance
collaboration to save lives inJanuary of 2023, first as a
(02:39):
volunteer, and now I lead ourday-to-day efforts and joined
the board as of last year.
So thank you so much for havingus today.
Speaker 1 (02:49):
Thank you, mitch, and I've known Steve for a few
years now.
So, steve, tell us a little bitabout yourself.
Speaker 4 (02:57):
Yeah, so I'm Steve Seborn and I'm a CEO of
Humaculture and SebornConsulting as well, and I had
about 10 years at Mercer, 15years at Siegel and a couple of
years at Willis Towers Watsonand been out on my own running
these two companies for the lastnine years.
(03:17):
I've been focusing on this areaof health and well-being, as
well as the leave absence anddisability of the populations of
the employer populations I'veworked with for the last 30-plus
years.
At all firms I was on thenational teams focusing on both
(03:38):
health management as well asleave absence and disability.
Speaker 1 (03:43):
So, steve, how did you get the name Yuma Culture,
why do you think of that nameand how does that reflect on who
you are as a person?
Speaker 4 (03:53):
Well.
So when I switched from Mercerover to Segal, I showed up my
first day and I had about atwo-foot stack of papers on my
desk with a note from my newboss saying sorry I can't be
there for your first day, but wejust got a brand new client.
Our first meeting with them istomorrow morning at 8.30.
Please read this material andI'll be in at eight o'clock and
(04:17):
we can prepare.
So this happened to be for anairline that lost a couple of
planes in 9-11.
And part of this assignment wasa pilot loss of license plan,
and prior to 9-11, we had adecade of data on these pilots
and every year, 16 to 20 wouldgo out on loss of license.
After 9-11, it shot up toalmost 100 for the next two
(04:40):
years and the client said well,these pilots just don't want to
fly.
Uh, let's find somebody toverify which ones are legitimate
will kick the rest off.
And so I found somebody thatspecialized in these plans and
they went through.
Yeah, they got re-requested,medical did surveillance on
these pilots and everything, andthey were only able to kick two
(05:01):
pilots off.
So I had then a uniqueopportunity to dig into the data
, talk to the pilots, doliterature review and my
conclusion was their jobsfundamentally changed.
They went from being thecowboys in the sky that loved
their job highly securepositions, worked, reasonable
(05:21):
hours, paid well and then, after9-11, they had to undergo
extraordinary security, belocked in the cockpit.
They couldn't interact withtheir customers the same way.
They then had to let severalthousand pilots go, so their job
security was gone and theoutlook for these carriers was
also very much in question.
They had to renegotiate theirpay and benefit packages, work
(05:44):
longer hours.
So what were they getting for?
Their effort and commitment wasout of whack and right after
they negotiated with all thedifferent unions or highly
publicized executive bonuses, sothat climate of trust and
respect was gone.
So I realized that theorganization itself had a huge
impact on the, on the people.
And then it was several yearslater that I met my partner.
(06:06):
He said everything you saysounds like organic gardening,
and we tested it.
Everything that I was doing, mycase studies, the research that
I did, could all be explainedthrough horticulture, organic
gardening principles, and sothat's when I realized that
Humaculture was a good, good fitfor our organization name.
Speaker 1 (06:28):
Yeah, no, I love it.
I, I think, the impact ofchange.
By the way, I'm a 9-11 survivor.
I was in 9-11.
Oh wow, and so, thank God, Isurvived.
A few people in my companydidn't make it.
Speaker 4 (06:44):
In which capacity were you a survivor?
Were you in the?
Speaker 1 (06:47):
towers.
I was diagonally across in abuilding across from the tower.
Speaker 4 (06:53):
Oh, wow, yeah, Amazing.
I didn't realize that.
Speaker 1 (06:57):
Yeah, it was crazy, but you know you don't realize
it.
Just to give you an example ofkind of what you're saying in
today's world and then we cantalk about.
Get back to Mitch in a secondis with this whole new world of
AI.
We're dealing with a lot oflarge and medium small companies
(07:20):
where the workers are told touse AI.
They don't know which way toturn, they don't know if it's
replacing them.
So now we're working with someof the top talent HR
professionals in the US andwe're going to be introducing a
(07:42):
mental well-being coping thingspecifically on how to deal in
the AI world.
Because, to your point, what theexecutives don't realize is
technology could be great andautomation could be great, but
what's the effect on the culture, the humans and the culture?
So similar to what the pilotswent through.
(08:02):
Their whole world changed.
Well, this is another situationwhere the whole world changes
and you know what are they doingRight and how does that affect
companies and all that?
And to that regard, mitch, whatare some of the data showing in
the last five years withmortality, illness?
(08:24):
You know, amongst employerswhat's happening out there.
Speaker 3 (08:29):
The scale of the numbers that our research team
that Steve, is a part of.
It's alarming, to say the least.
We're looking at governmentdisability data since 2020 shows
that over 5 million people arecurrently in the US general
population are currentlydisabled.
You know a lot of the mortalitytrends that we've been seeing
(08:51):
in the peak pandemic.
Time it's come down, you know.
Thank God it's come down somein the last couple of years, but
in the peak pandemic we werelooking at 30 and 40 percent
increases in certain age groupsI think the 35 to 45 age group
and these are massive spikes inmortality age groups.
I think the 35 to 45 age groupand these are massive spikes in
mortality and disability.
And so that's what our groupyou know.
(09:11):
I mentioned I was a property andcasualty broker.
A lot of our group comes fromthe property and casualty side,
where we're used to looking atshort-term data and, you know,
assessing trends and looking togo do something.
So when we were seeing thesenumbers in disability and
mortality, it prompted our groupto really take action and bring
solutions that can have a majorimpact for insurers and
(09:33):
employers and ultimately createhealthier communities through
our work at the collaboration.
Speaker 1 (09:39):
Yeah, you know what's interesting is, through ICSL,
mitch and Steve and their team,we've spoken to a few workmen's
comp companies that deal withmany employers.
In our own research there'sbeen a dramatic rise in stress,
(10:01):
mental, brain health as a reasonfor disability.
You know it may be the fastestgrowing cager reason for
disability outside of the normal.
Oh, I hurt my back, my body,you know those types of things.
And it makes sense, like, lookat the world around us, what
we're going through.
(10:22):
So you know what do we do aboutit?
And I think the name ForwardLiving that we created together
is all about what do we do aboutit?
Because if not now, when right?
We have to attack it.
Chelle, what do you think orwhat are some questions that you
have on that?
Speaker 2 (10:40):
Yeah, I mean it's really.
You know.
We're talking about ourchanging world and all the
factors that influence thesethings.
You talked, steve, about yourexperience with the pilots and
that project.
We have 9-11, we have COVID, wehave AI, like all these things
are influencing the world thatwe live in the impact on people,
how they're working, whatthey're able to do, the
(11:01):
longevity opportunity in theirpositions, what they're
responsible for.
They need that care, they needthat support, they need to be
able to know that, hey, we havea partner here, we're supported
(11:24):
here and we're moving forward.
So maybe we can talk some aboutthe tools that are available to
them that help them to moveforward with that in mind.
Speaker 1 (11:39):
Interestingly, we've learned a lot from you about,
typically, how the lifeinsurance industry got involved
before and what they're thinkingabout now, and what are some of
the leading life insurancecompanies looking to put in play
.
Speaker 3 (11:58):
Yeah, absolutely.
The life side is definitely aslower moving side of insurance
than it's typically given on theproperty and casualty side of
it, and one of the majorlearning points that I've had in
the last year and a half or soin talking to life insurers is
really, you know they are, theyare incentivized to create
(12:19):
healthier policyholders, areincentivized to create healthier
policyholders, but how exactlydo we go about that?
And one of the major findingsthat I've had is how do we get
people engaged in the front endof it in terms of being a little
bit more focused on theirhealth and, ultimately, how do
we follow up with them to ensurethat they are taking those
healthier habits and livinglonger and healthier lives?
(12:41):
And that's one of the manythings I'm very excited about.
This Forward Living Partnershipis that, with your ability at
GOMO Health to create apersonalized digital experience,
to bring that engagement aspectof it, it's something that
we're really excited in talkingto our life insurance partners
(13:02):
and and very excited about wherethat's moving forward too.
Speaker 1 (13:06):
Yeah, you know, it's a lot of.
It is about scale, you know.
And how do you get people to beeven willing to share that
they're having issues?
If you're in a work environment, a lot of people don't want to
publicly admit that they may behaving issues because they feel
(13:27):
maybe it hurts their bonus,their raise, their job.
So, to your point, what GOMOdoes is a completely
confidential, personalizeddigital engagement where they
can tell GOMO things and itadjusts and interacts with them.
And, interestingly, some of thethings we try to do if people
really do need help, whetherit's mental or physical, we try
(13:49):
to nurture them toward takingadvantage of some of the
services that the employer mayhave that they may have been
reluctant to do in the past.
Right, so how do you do it atscale?
Because what we've seen, a lotof the employers have these EAPs
that no one uses and maybe theydo get used a little too late
(14:11):
and it's only for a smallpercent where, to your point,
mitch, it wasn't at thebeginning.
You know, where they could doproactive care up front.
And, steve, what do you thinkabout that?
And employers, life insurance,how?
What we're doing in forwardliving, what are the challenges
(14:32):
and how are we going about it?
Speaker 4 (14:35):
Well, that's one of the things that early on that we
were we were trying to figureout.
Is we identified through apilot?
What are the conditions, whatis the panel that?
What are the conditions drivingmortality and how do you
identify those people?
But then how do you dosomething that's going to be
(14:55):
cost effective enough for aninsurer to invest in it and
still have a return for theirpolicyholders?
And because a lot of thesolutions maybe are too
expensive, but it also has tohave a behavioral impact.
You've got to get the rightpeople to engage, they've got to
(15:19):
enjoy the service, they've gotto change their behaviors and
ultimately save lives.
Or, for an employer, not onlysave lives but reduce
disabilities, reduce absence,reduce health care costs.
And for an insurance company,well, on an annual basis, we
(15:40):
figured about $200.
It's really much greater thanthat, because when somebody dies
early, you're paying out a hugesum that should have been
earning investment returns andyou're also losing premiums for
an additional few years.
(16:00):
And if it's a term policy andyou've got double the people
you're paying out in that termperiod because they're dying
early, that's a huge impact onthe financials of the company.
So when we went through, whenwe've been working with probably
a dozen or so service providersto help them adapt their
current approach to address theissues that are driving
(16:23):
mortality and disability.
One of the things that was goodabout GOMO is it's something
that's already addressing all ofthe key drivers of increased
mortality and disability, butit's something that can scale
easily for large populationsdisability but it's something
(16:45):
that can scale easily for largepopulations.
And it's a behavioral, designedapproach to really get people
to change their behaviors andit's really rooted in behavioral
science to be effective.
Speaker 1 (16:55):
Yeah, you know it's interesting, Shell.
Just one point and then I'llactually let you come in in a
minute.
Um, you know, a lot ofscientists say uncertainty's the
mother of all fears.
Well, in this environmentoutside of a corporation, the
world's in an uncertain statewith everything going on.
(17:18):
And then you look at post-coVIDwithin companies.
How do you keep a human cultureto play on the name of one of
your organizations, Steve right,Like people are working from
home, Are these Zoom televideocalls?
Are they a replacement forhuman touch?
How do you keep uppsychological safety in the
(17:42):
workplace?
How do you make people feelcomfortable within that?
So I think those are all thingsthat corporations are wrestling
with.
And, to your point, people'soutlook about the future, affect
what they listen, learn and do.
From a preventive healthperspective, that could prevent
(18:03):
disability or prevent earlymortality.
And that's where GOMO gets anunderstanding.
We ask people about theiroutlook.
We ask people about theirself-trust or self-confidence to
do certain things right, andthen we adjust the protocol to
help them through it.
Because I know, Mitch, youlooked at in some of your
(18:26):
investigation what early testsyou want them to go for,
screenings to try to get morepeople to do that, and it's not
as easy as you think.
Unless you do the behaviormodification, Go ahead, Steve.
Speaker 4 (18:41):
So the one thing that you said, you're talking about
all this uncertainty, and I'dsay uncertainty is opportunity.
In fact, the Society ofActuaries I don't know if I
mentioned it, but I am anactuary the Society of Actuaries
one of their slogans was riskis opportunity, and so we are at
a great influx of opportunityto really transform or change
(19:06):
the paradigm of how we thinkabout things.
And so I think that's one ofthe objectives of the insurance.
Collaboration is to take twoareas life and disability.
Who really tried to manage allrisk on the upfront in the
underwriting process?
And once the policy's in place,they do nothing to try to
(19:27):
mitigate the risk of thepopulation they're insuring?
It's probably the only two areasof actuarial science that
there's no management of thein-force policyholder risk, and
I think there's a definiteopportunity.
Based on our pilot, we thinkit's very reasonable, just in
terms of the circulatory andheart, to save one life in just
(20:07):
that area.
We estimate you could save 1.4lives per thousand and that's a
pretty good return if you couldjust save one life.
But beyond the financial aspect, saving one life does matter.
Speaker 1 (20:46):
Absolutely.
You know, last year, to yourpoint G, do this with major
health plans, hospitals,providers, states.
We definitely save lives.
In fact, if anyone goes to ourYouTube channel or sees some of
our video or podcasts, you couldactually hear from the people
whose lives we saved.
(21:06):
So you can save lives.
That's the point.
Right, that's the point right.
Shell.
Speaker 2 (21:13):
Absolutely, and, bob, that's great.
We actually have, from one ofour listeners, a question for
you, steve, and the question isas more employees are managing
these chronic conditions, whatspecific I know we've talked
about a lot of ideas andpackages and plans and offerings
and things like that whatspecific role can insurers and
(21:37):
the employers play to supportthem as they're traveling
through this journey?
I'm going to ask you that,steve, and then I have one for
you, bob.
Speaker 4 (21:46):
Well, I think employers they don't want to be
in the personal lives ofeveryone's health, but I think
they can provide an awful lot ofsupport and empower the
employees, their policyholders,to take ownership of their own
health and ensure that they havethe support they need to make
(22:07):
the behavioral change.
I mean, we're influencingbehaviors, whether we intend to
or not, and a lot of what we doas employers, as insurers, are
incenting them, wittingly orunwittingly, in the wrong
direction, and we could make ahuge difference.
Just by turning some behavioralknobs.
(22:29):
To get people to think and dothings a little differently have
a huge impact.
One of the things that we'vedeveloped over the last decade
is a heuristics library of 300different heuristics, mental
shortcuts that we use in tryingto design things, and we've had
like we could have huge impactjust in the way we're designing
(22:52):
the benefit programs, thewellness programs, the financial
well-being programs, uh, tohave a huge impact and I know
bob and I are aligned herebecause we both are really into
the behavioral science of allthe little things we do that
have a huge impact.
Speaker 1 (23:11):
So just one comment on that Steve and I, we had a
good conversation with a companythat he supports.
It's in the trucking logisticsbusiness, and so there's
behavioral science and there'sbehavioral economics.
So the one thing I learned thathow sometimes truck drivers are
paid or incentive based ondeliveries and this, and that it
(23:33):
makes it harder on them toexecute a healthier lifestyle
and it puts a little bit morestrain on their brain in terms
of mental stress.
Right, so there are.
But recognizing that andfitting a program that the
(23:56):
driver says oh, these people areasking me the right questions,
they're understanding what I gothrough, they're suggesting
things that I maybe could do,and getting them to believe they
can do them is the key.
It's the exact opposite of alot of well-being programs, like
(24:16):
they're the same.
Oh, go to our portal, go to ourapp, take 150 steps.
Now Do this, do that.
It's the same thing foreveryone, and the people are
like you have no idea what mylife is, you don't ask me, you
have no idea who I am, and it'snot for me, it's not for me.
So I think that's the key here.
(24:37):
It's a combination of cancompanies also look at the
behavioral economics of howthey're incenting people.
And then we look atincorporating that into a
behavior modification because,steve's right, we are modifying
behaviors but a lot of times,cognitively, we're creating
rumination and negative behaviorchange, right?
(24:59):
So we are creating behaviorchange.
It's not in the right direction.
That's what we're looking to do.
Can I just build?
Speaker 4 (25:07):
on that Because now that you brought up the trucking
industry, this is reallyinteresting because a CEO of one
of the trucking and logisticscompanies approached us and said
we've got our truck driversdying in the cab driving these
big truckloads of people.
If a truck driver, if anyone,should have a heart attack or a
(25:35):
stroke or some other circulatoryissue and they're at home, they
could call 911 and potentiallyget saved.
But if you're carrying severaltons of cargo and you're driving
this death machine and you havea stroke or a heart attack, you
hit a bus or another vehicle,you've now lost your truck, your
(25:59):
driver, your customer's cargo,maybe killed a couple dozen kids
.
That's tens and tens ofmillions of liability,
reputation, risk, lost customer.
It's unbelievable how big thatis for one of these companies.
(26:20):
And then you could think aboutthe same thing for bus drivers
or heavy machinery equipmentdrivers, pilots.
That have lives, lots of lives,at their fingertips.
And then I talked to some ofthe bigger trucking companies.
They're telling me they get 15,20 truck drivers dying in a
(26:41):
year, Not all in the cab, butthat's a lot of lives and issues
that you have.
Some of the people at thetrucking companies, their worst
nightmare is they wake up of thepeople at the trucking company
say their worst nightmare is.
They wake up, they look at thenews and they don't want to see
their trucks on the front pageof the news because that happens
(27:02):
a lot for them.
Speaker 2 (27:04):
So, with all we've talked about here we've talked
about the challenges we've had,we've talked about the data,
we've talked about the costs,we've talked about the solutions
that can be put in place byemployers in conjunction with
the insurance companies thepeople we have all of this
(27:35):
available.
Let's talk, bob, as abehavioral technologist how can
we motivate these employees andthis audience to take advantage
of these resources that areavailable?
From a behavioral perspective,maybe you can focus in on one or
two key behavioral triggers,motivational triggers for people
to take advantage of everythingthat's available to them.
Speaker 1 (27:57):
Yeah.
So the first thing is just topoint out a few key things.
What we try to get at arepeople's goals.
So, for example, if we ask, ask, let's say, a person who's
obese or overweight and the goalis to lose weight or do reduce
(28:18):
your a1c, but that may not be.
Maybe it's to play with hiskids more or to get back into
tennis.
So what we try to do is focuson what is the personal goals.
So what we try to do is focuson what is the personal goals
right, and then what we try todo is help the person accomplish
(28:39):
that by losing the weight orreducing the A1C, or going for a
test, or doing the right thingright.
So you know.
So motivation is all about whatyou perceive turns you on right
.
It's not what someone else istelling you to do.
So that's number one.
And another important thing thathealthcare doesn't do,
(29:04):
certainly not life insurersright now, or critical illness,
your outlook.
So, like in real estate, it'slocation, location, location.
In our business of behaviormodification, it's outlook,
outlook and outlook.
You could take two people withsimilar diagnostics, similar
personas and if I ask Mitch, ona one to five, what's your
(29:27):
outlook over the next five years, not your health, not your
issue.
And Mitch says I feel reallygood about about it, I'm going
to overcome this.
I give it a four out of fiveand steve says I give it a one.
You can't engage them the sameway.
It makes no sense.
So with steve, you have to getto an understanding of why it's
(29:49):
a one and kind of nurture thatto getting Steve to believe that
there is a pathway out of that.
And how we do that is sort ofmini steps.
We typically are giving aperson one thing at a time where
we have something calledreflection technology to get
(30:11):
them to think about.
Did they do it, did they not?
So we're trying to build upSteve's believability, in this
case, that they can get throughthis tough period and then have
a better outlook.
And then we measure outlook.
You know it's very interesting.
We measure confidence and thenwhen you see that path going up,
it's very interesting.
And that's how you can getpeople to do some of the things
(30:35):
that are on the ICSL website gofor preventive screenings, do
this, you know.
Do the activities that you wantthem to do.
So, that's what I would say.
Speaker 4 (30:50):
I would say what I, what I really like what you said
there, and we did a webinarseries.
Humaculture did a webinarseries last year maybe two years
ago now on with we did it inconjunction with Virtuosa team
and they have a four a a fourpowers model and what they said
is you really need for somebodyto change your behavior, they
(31:13):
need to have the capability andmotivation to overcome the
barriers and the temptations.
And you need to recognize thatevery change is made within four
contexts the systems, thespaces, the social and the self,
and those all influence howthey're going to react.
And the self, and those allinfluence how they're going to
(31:36):
react.
And so exactly what Bob wassaying is, if you really want to
get someone to change, you'vegot to address, they've got to
have the appropriate motivationand the capability which is
confidence and competence toovercome those barriers and
temptations that are going tokeep pulling them away from
doing what's the right thing.
And so I really like the wayyou said that, bob.
Speaker 1 (32:01):
Thank you and Mitch, I think I've been very impressed
with what you guys at ICSL havebeen doing at ICSL have been
doing.
Tell us a little bit about theteam you put together and the
collaboration and what you'redoing from an educational
perspective and your partners.
Tell us a little bit about thatbecause I think for those
(32:23):
listening you should definitelygo to the site see if you could
get involved with ICSL.
Speaker 3 (32:28):
We are very thankful for our entire team at the
collaboration I want to say overthe past three years we've
probably had it's mostly avolunteer led group.
We've probably had 75 to 100volunteers in different
capacities.
So our, our, our group isbroken down between our research
and actuarial advisor team thatSteve and other experts in the
(32:51):
industry comprise of, reallylooking at the latest trends
with mortality, morbidity.
We have a medical advisory teamled by Dr Kate Hendricks.
She was a former CDC medicaldirector for about 10 years
she's been advising us ondifferent you know, the
conditions that we're seeingwith mortality and how we can
best bring solutions to themarketplace.
(33:12):
And then we have an incrediblemarketing uh marketing team led
by a majority of uh agents inthe industry that are really
doing a great job of bringingawareness to what we're doing in
the industry and um you knowthat that entails uh webinars,
um webinars and differentindustry events bringing
(33:33):
attention to the great work thatwe're doing.
So I couldn't be more proud ofour group and proud to be
associated with the insurancecollaboration to save lives.
Speaker 4 (33:43):
I just would build on that.
It's been amazing.
We probably had a dozen or twoactuaries involved, at least a
half dozen medical directors andmedical resources and people
from all walks of the insurancelife cycle to really collaborate
(34:03):
and try to solve these issues.
It's been an amazingcollaboration group, an amazing
collaboration group.
Speaker 2 (34:11):
Thank you.
Thank you Amazing collaborationhere today.
Thanks for everybody forsharing everything that you have
here and hoping that we'vemotivated our listeners to take
action in their own health.
Employers to think about theiremployees and what they can
offer to them, and the insurancecompanies on new ideas and ways
(34:31):
to service this new populationthat we're focusing on.
And thanks to our listeners forour questions.
We want to hear your voiceagain and in future episodes.
Just a reminder to submit yourquestions for our future guests
you can comment on this episodeor DM on our social channels at
GOMO Health, on this episode orDM on our social channels at
(34:55):
GOMO Health.
On behalf of Bob and I, Steveand Mitch, thanks so much for
joining us today and if youenjoyed what you heard, please
subscribe, submit your questionsand be sure to like or comment
on this episode and for moreexpert insights into the world
of healthcare, visit us atgomohealthcom and be sure to
tune in on Thursday to catch ourfreshest content.
Thank you again for joining usand thank you all for listening.
Speaker 1 (35:17):
Thank you, Steve and Mitch.
We've spoken to a few workmen's comp companies that
deal with many employers.
In our own research there'sbeen a dramatic rise in stress,
mental, brain health as a reasonfor disability.
You know it may be the fastestgrowing cager reason for
(00:26):
disability outside of the normal.
Oh, I hurt my back, my body,you know those types of things
and it makes sense Like look atthe world around us, what we're
going through.
Speaker 2 (00:43):
Hi everybody, sometimes something new
intercepts our life and changesthe way we're able to live, work
or care for ourselves andothers.
Hi, I'm Shelley Schoenfeld,chief Marketing and Client
Services Officer at GOMO Health.
Speaker 1 (00:57):
And I'm Bob Gold, Chief Behavioral Technologist.
Speaker 2 (01:01):
And together we're diving into the real stories and
science behind whole personhealth, what it means, why it
matters and how it can make adifference for people who need
it most.
Welcome to season two of HumanResilience changing the way
healthcare is delivered.
Today we'll be talking about arising trend that's really
changing the way we think aboutwork, health and chronic care,
(01:23):
and that's the surge in adultsin the workforce with
disabilities.
More people with chronicillnesses are staying in the
workforce and thriving, yet manysystems aren't available to
support them in their long-termwell-being.
This shift really presents amajor challenge, but also a
powerful opportunity forinsurers and employers and care
(01:45):
innovators.
Joining me today are twoinnovators Mitch Bagley from the
Insurance Collaboration to SaveLives and Steve Sibaran, who
works both with InsuranceCollaboration to Save Lives and
is also affiliated withHumaculture, and we'll learn
more about both of thoseorganizations in a few minutes.
Mitch and Steve, welcome.
(02:06):
Please just tell us a littlebit about yourselves and how you
came to this program and theinsurance collaboration to save
lives.
Speaker 3 (02:17):
Shelly, thank you so much for having us.
My name is Mitch Bagley.
My background in insurance Iwas a property and casualty
broker in Charlotte, northCarolina.
I came to Charlotte as anaspiring banker and somehow got
looped into insurance, which Iam grateful.
It turned out that way and Ijoined the insurance
collaboration to save lives inJanuary of 2023, first as a
(02:39):
volunteer, and now I lead ourday-to-day efforts and joined
the board as of last year.
So thank you so much for havingus today.
Speaker 1 (02:49):
Thank you, mitch, and I've known Steve for a few
years now.
So, steve, tell us a little bitabout yourself.
Speaker 4 (02:57):
Yeah, so I'm Steve Seborn and I'm a CEO of
Humaculture and SebornConsulting as well, and I had
about 10 years at Mercer, 15years at Siegel and a couple of
years at Willis Towers Watsonand been out on my own running
these two companies for the lastnine years.
(03:17):
I've been focusing on this areaof health and well-being, as
well as the leave absence anddisability of the populations of
the employer populations I'veworked with for the last 30-plus
years.
At all firms I was on thenational teams focusing on both
(03:38):
health management as well asleave absence and disability.
Speaker 1 (03:43):
So, steve, how did you get the name Yuma Culture,
why do you think of that nameand how does that reflect on who
you are as a person?
Speaker 4 (03:53):
Well.
So when I switched from Mercerover to Segal, I showed up my
first day and I had about atwo-foot stack of papers on my
desk with a note from my newboss saying sorry I can't be
there for your first day, but wejust got a brand new client.
Our first meeting with them istomorrow morning at 8.30.
Please read this material andI'll be in at eight o'clock and
(04:17):
we can prepare.
So this happened to be for anairline that lost a couple of
planes in 9-11.
And part of this assignment wasa pilot loss of license plan,
and prior to 9-11, we had adecade of data on these pilots
and every year, 16 to 20 wouldgo out on loss of license.
After 9-11, it shot up toalmost 100 for the next two
(04:40):
years and the client said well,these pilots just don't want to
fly.
Uh, let's find somebody toverify which ones are legitimate
will kick the rest off.
And so I found somebody thatspecialized in these plans and
they went through.
Yeah, they got re-requested,medical did surveillance on
these pilots and everything, andthey were only able to kick two
(05:01):
pilots off.
So I had then a uniqueopportunity to dig into the data
, talk to the pilots, doliterature review and my
conclusion was their jobsfundamentally changed.
They went from being thecowboys in the sky that loved
their job highly securepositions, worked, reasonable
(05:21):
hours, paid well and then, after9-11, they had to undergo
extraordinary security, belocked in the cockpit.
They couldn't interact withtheir customers the same way.
They then had to let severalthousand pilots go, so their job
security was gone and theoutlook for these carriers was
also very much in question.
They had to renegotiate theirpay and benefit packages, work
(05:44):
longer hours.
So what were they getting for?
Their effort and commitment wasout of whack and right after
they negotiated with all thedifferent unions or highly
publicized executive bonuses, sothat climate of trust and
respect was gone.
So I realized that theorganization itself had a huge
impact on the, on the people.
And then it was several yearslater that I met my partner.
(06:06):
He said everything you saysounds like organic gardening,
and we tested it.
Everything that I was doing, mycase studies, the research that
I did, could all be explainedthrough horticulture, organic
gardening principles, and sothat's when I realized that
Humaculture was a good, good fitfor our organization name.
Speaker 1 (06:28):
Yeah, no, I love it.
I, I think, the impact ofchange.
By the way, I'm a 9-11 survivor.
I was in 9-11.
Oh wow, and so, thank God, Isurvived.
A few people in my companydidn't make it.
Speaker 4 (06:44):
In which capacity were you a survivor?
Were you in the?
Speaker 1 (06:47):
towers.
I was diagonally across in abuilding across from the tower.
Speaker 4 (06:53):
Oh, wow, yeah, Amazing.
I didn't realize that.
Speaker 1 (06:57):
Yeah, it was crazy, but you know you don't realize
it.
Just to give you an example ofkind of what you're saying in
today's world and then we cantalk about.
Get back to Mitch in a secondis with this whole new world of
AI.
We're dealing with a lot oflarge and medium small companies
(07:20):
where the workers are told touse AI.
They don't know which way toturn, they don't know if it's
replacing them.
So now we're working with someof the top talent HR
professionals in the US andwe're going to be introducing a
(07:42):
mental well-being coping thingspecifically on how to deal in
the AI world.
Because, to your point, what theexecutives don't realize is
technology could be great andautomation could be great, but
what's the effect on the culture, the humans and the culture?
So similar to what the pilotswent through.
(08:02):
Their whole world changed.
Well, this is another situationwhere the whole world changes
and you know what are they doingRight and how does that affect
companies and all that?
And to that regard, mitch, whatare some of the data showing in
the last five years withmortality, illness?
(08:24):
You know, amongst employerswhat's happening out there.
Speaker 3 (08:29):
The scale of the numbers that our research team
that Steve, is a part of.
It's alarming, to say the least.
We're looking at governmentdisability data since 2020 shows
that over 5 million people arecurrently in the US general
population are currentlydisabled.
You know a lot of the mortalitytrends that we've been seeing
(08:51):
in the peak pandemic.
Time it's come down, you know.
Thank God it's come down somein the last couple of years, but
in the peak pandemic we werelooking at 30 and 40 percent
increases in certain age groupsI think the 35 to 45 age group
and these are massive spikes inmortality age groups.
I think the 35 to 45 age groupand these are massive spikes in
mortality and disability.
And so that's what our groupyou know.
(09:11):
I mentioned I was a property andcasualty broker.
A lot of our group comes fromthe property and casualty side,
where we're used to looking atshort-term data and, you know,
assessing trends and looking togo do something.
So when we were seeing thesenumbers in disability and
mortality, it prompted our groupto really take action and bring
solutions that can have a majorimpact for insurers and
(09:33):
employers and ultimately createhealthier communities through
our work at the collaboration.
Speaker 1 (09:39):
Yeah, you know what's interesting is, through ICSL,
mitch and Steve and their team,we've spoken to a few workmen's
comp companies that deal withmany employers.
In our own research there'sbeen a dramatic rise in stress,
(10:01):
mental, brain health as a reasonfor disability.
You know it may be the fastestgrowing cager reason for
disability outside of the normal.
Oh, I hurt my back, my body,you know those types of things.
And it makes sense, like, lookat the world around us, what
we're going through.
(10:22):
So you know what do we do aboutit?
And I think the name ForwardLiving that we created together
is all about what do we do aboutit?
Because if not now, when right?
We have to attack it.
Chelle, what do you think orwhat are some questions that you
have on that?
Speaker 2 (10:40):
Yeah, I mean it's really.
You know.
We're talking about ourchanging world and all the
factors that influence thesethings.
You talked, steve, about yourexperience with the pilots and
that project.
We have 9-11, we have COVID, wehave AI, like all these things
are influencing the world thatwe live in the impact on people,
how they're working, whatthey're able to do, the
(11:01):
longevity opportunity in theirpositions, what they're
responsible for.
They need that care, they needthat support, they need to be
able to know that, hey, we havea partner here, we're supported
(11:24):
here and we're moving forward.
So maybe we can talk some aboutthe tools that are available to
them that help them to moveforward with that in mind.
Speaker 1 (11:39):
Interestingly, we've learned a lot from you about,
typically, how the lifeinsurance industry got involved
before and what they're thinkingabout now, and what are some of
the leading life insurancecompanies looking to put in play
.
Speaker 3 (11:58):
Yeah, absolutely.
The life side is definitely aslower moving side of insurance
than it's typically given on theproperty and casualty side of
it, and one of the majorlearning points that I've had in
the last year and a half or soin talking to life insurers is
really, you know they are, theyare incentivized to create
(12:19):
healthier policyholders, areincentivized to create healthier
policyholders, but how exactlydo we go about that?
And one of the major findingsthat I've had is how do we get
people engaged in the front endof it in terms of being a little
bit more focused on theirhealth and, ultimately, how do
we follow up with them to ensurethat they are taking those
healthier habits and livinglonger and healthier lives?
(12:41):
And that's one of the manythings I'm very excited about.
This Forward Living Partnershipis that, with your ability at
GOMO Health to create apersonalized digital experience,
to bring that engagement aspectof it, it's something that
we're really excited in talkingto our life insurance partners
(13:02):
and and very excited about wherethat's moving forward too.
Speaker 1 (13:06):
Yeah, you know, it's a lot of.
It is about scale, you know.
And how do you get people to beeven willing to share that
they're having issues?
If you're in a work environment, a lot of people don't want to
publicly admit that they may behaving issues because they feel
(13:27):
maybe it hurts their bonus,their raise, their job.
So, to your point, what GOMOdoes is a completely
confidential, personalizeddigital engagement where they
can tell GOMO things and itadjusts and interacts with them.
And, interestingly, some of thethings we try to do if people
really do need help, whetherit's mental or physical, we try
(13:49):
to nurture them toward takingadvantage of some of the
services that the employer mayhave that they may have been
reluctant to do in the past.
Right, so how do you do it atscale?
Because what we've seen, a lotof the employers have these EAPs
that no one uses and maybe theydo get used a little too late
(14:11):
and it's only for a smallpercent where, to your point,
mitch, it wasn't at thebeginning.
You know, where they could doproactive care up front.
And, steve, what do you thinkabout that?
And employers, life insurance,how?
What we're doing in forwardliving, what are the challenges
(14:32):
and how are we going about it?
Speaker 4 (14:35):
Well, that's one of the things that early on that we
were we were trying to figureout.
Is we identified through apilot?
What are the conditions, whatis the panel that?
What are the conditions drivingmortality and how do you
identify those people?
But then how do you dosomething that's going to be
(14:55):
cost effective enough for aninsurer to invest in it and
still have a return for theirpolicyholders?
And because a lot of thesolutions maybe are too
expensive, but it also has tohave a behavioral impact.
You've got to get the rightpeople to engage, they've got to
(15:19):
enjoy the service, they've gotto change their behaviors and
ultimately save lives.
Or, for an employer, not onlysave lives but reduce
disabilities, reduce absence,reduce health care costs.
And for an insurance company,well, on an annual basis, we
(15:40):
figured about $200.
It's really much greater thanthat, because when somebody dies
early, you're paying out a hugesum that should have been
earning investment returns andyou're also losing premiums for
an additional few years.
(16:00):
And if it's a term policy andyou've got double the people
you're paying out in that termperiod because they're dying
early, that's a huge impact onthe financials of the company.
So when we went through, whenwe've been working with probably
a dozen or so service providersto help them adapt their
current approach to address theissues that are driving
(16:23):
mortality and disability.
One of the things that was goodabout GOMO is it's something
that's already addressing all ofthe key drivers of increased
mortality and disability, butit's something that can scale
easily for large populationsdisability but it's something
(16:45):
that can scale easily for largepopulations.
And it's a behavioral, designedapproach to really get people
to change their behaviors andit's really rooted in behavioral
science to be effective.
Speaker 1 (16:55):
Yeah, you know it's interesting, Shell.
Just one point and then I'llactually let you come in in a
minute.
Um, you know, a lot ofscientists say uncertainty's the
mother of all fears.
Well, in this environmentoutside of a corporation, the
world's in an uncertain statewith everything going on.
(17:18):
And then you look at post-coVIDwithin companies.
How do you keep a human cultureto play on the name of one of
your organizations, Steve right,Like people are working from
home, Are these Zoom televideocalls?
Are they a replacement forhuman touch?
How do you keep uppsychological safety in the
(17:42):
workplace?
How do you make people feelcomfortable within that?
So I think those are all thingsthat corporations are wrestling
with.
And, to your point, people'soutlook about the future, affect
what they listen, learn and do.
From a preventive healthperspective, that could prevent
(18:03):
disability or prevent earlymortality.
And that's where GOMO gets anunderstanding.
We ask people about theiroutlook.
We ask people about theirself-trust or self-confidence to
do certain things right, andthen we adjust the protocol to
help them through it.
Because I know, Mitch, youlooked at in some of your
(18:26):
investigation what early testsyou want them to go for,
screenings to try to get morepeople to do that, and it's not
as easy as you think.
Unless you do the behaviormodification, Go ahead, Steve.
Speaker 4 (18:41):
So the one thing that you said, you're talking about
all this uncertainty, and I'dsay uncertainty is opportunity.
In fact, the Society ofActuaries I don't know if I
mentioned it, but I am anactuary the Society of Actuaries
one of their slogans was riskis opportunity, and so we are at
a great influx of opportunityto really transform or change
(19:06):
the paradigm of how we thinkabout things.
And so I think that's one ofthe objectives of the insurance.
Collaboration is to take twoareas life and disability.
Who really tried to manage allrisk on the upfront in the
underwriting process?
And once the policy's in place,they do nothing to try to
(19:27):
mitigate the risk of thepopulation they're insuring?
It's probably the only two areasof actuarial science that
there's no management of thein-force policyholder risk, and
I think there's a definiteopportunity.
Based on our pilot, we thinkit's very reasonable, just in
terms of the circulatory andheart, to save one life in just
(20:07):
that area.
We estimate you could save 1.4lives per thousand and that's a
pretty good return if you couldjust save one life.
But beyond the financial aspect, saving one life does matter.
Speaker 1 (20:46):
Absolutely.
You know, last year, to yourpoint G, do this with major
health plans, hospitals,providers, states.
We definitely save lives.
In fact, if anyone goes to ourYouTube channel or sees some of
our video or podcasts, you couldactually hear from the people
whose lives we saved.
(21:06):
So you can save lives.
That's the point.
Right, that's the point right.
Shell.
Speaker 2 (21:13):
Absolutely, and, bob, that's great.
We actually have, from one ofour listeners, a question for
you, steve, and the question isas more employees are managing
these chronic conditions, whatspecific I know we've talked
about a lot of ideas andpackages and plans and offerings
and things like that whatspecific role can insurers and
(21:37):
the employers play to supportthem as they're traveling
through this journey?
I'm going to ask you that,steve, and then I have one for
you, bob.
Speaker 4 (21:46):
Well, I think employers they don't want to be
in the personal lives ofeveryone's health, but I think
they can provide an awful lot ofsupport and empower the
employees, their policyholders,to take ownership of their own
health and ensure that they havethe support they need to make
(22:07):
the behavioral change.
I mean, we're influencingbehaviors, whether we intend to
or not, and a lot of what we doas employers, as insurers, are
incenting them, wittingly orunwittingly, in the wrong
direction, and we could make ahuge difference.
Just by turning some behavioralknobs.
(22:29):
To get people to think and dothings a little differently have
a huge impact.
One of the things that we'vedeveloped over the last decade
is a heuristics library of 300different heuristics, mental
shortcuts that we use in tryingto design things, and we've had
like we could have huge impactjust in the way we're designing
(22:52):
the benefit programs, thewellness programs, the financial
well-being programs, uh, tohave a huge impact and I know
bob and I are aligned herebecause we both are really into
the behavioral science of allthe little things we do that
have a huge impact.
Speaker 1 (23:11):
So just one comment on that Steve and I, we had a
good conversation with a companythat he supports.
It's in the trucking logisticsbusiness, and so there's
behavioral science and there'sbehavioral economics.
So the one thing I learned thathow sometimes truck drivers are
paid or incentive based ondeliveries and this, and that it
(23:33):
makes it harder on them toexecute a healthier lifestyle
and it puts a little bit morestrain on their brain in terms
of mental stress.
Right, so there are.
But recognizing that andfitting a program that the
(23:56):
driver says oh, these people areasking me the right questions,
they're understanding what I gothrough, they're suggesting
things that I maybe could do,and getting them to believe they
can do them is the key.
It's the exact opposite of alot of well-being programs, like
(24:16):
they're the same.
Oh, go to our portal, go to ourapp, take 150 steps.
Now Do this, do that.
It's the same thing foreveryone, and the people are
like you have no idea what mylife is, you don't ask me, you
have no idea who I am, and it'snot for me, it's not for me.
So I think that's the key here.
(24:37):
It's a combination of cancompanies also look at the
behavioral economics of howthey're incenting people.
And then we look atincorporating that into a
behavior modification because,steve's right, we are modifying
behaviors but a lot of times,cognitively, we're creating
rumination and negative behaviorchange, right?
(24:59):
So we are creating behaviorchange.
It's not in the right direction.
That's what we're looking to do.
Can I just build?
Speaker 4 (25:07):
on that Because now that you brought up the trucking
industry, this is reallyinteresting because a CEO of one
of the trucking and logisticscompanies approached us and said
we've got our truck driversdying in the cab driving these
big truckloads of people.
If a truck driver, if anyone,should have a heart attack or a
(25:35):
stroke or some other circulatoryissue and they're at home, they
could call 911 and potentiallyget saved.
But if you're carrying severaltons of cargo and you're driving
this death machine and you havea stroke or a heart attack, you
hit a bus or another vehicle,you've now lost your truck, your
(25:59):
driver, your customer's cargo,maybe killed a couple dozen kids
.
That's tens and tens ofmillions of liability,
reputation, risk, lost customer.
It's unbelievable how big thatis for one of these companies.
(26:20):
And then you could think aboutthe same thing for bus drivers
or heavy machinery equipmentdrivers, pilots.
That have lives, lots of lives,at their fingertips.
And then I talked to some ofthe bigger trucking companies.
They're telling me they get 15,20 truck drivers dying in a
(26:41):
year, Not all in the cab, butthat's a lot of lives and issues
that you have.
Some of the people at thetrucking companies, their worst
nightmare is they wake up of thepeople at the trucking company
say their worst nightmare is.
They wake up, they look at thenews and they don't want to see
their trucks on the front pageof the news because that happens
(27:02):
a lot for them.
Speaker 2 (27:04):
So, with all we've talked about here we've talked
about the challenges we've had,we've talked about the data,
we've talked about the costs,we've talked about the solutions
that can be put in place byemployers in conjunction with
the insurance companies thepeople we have all of this
(27:35):
available.
Let's talk, bob, as abehavioral technologist how can
we motivate these employees andthis audience to take advantage
of these resources that areavailable?
From a behavioral perspective,maybe you can focus in on one or
two key behavioral triggers,motivational triggers for people
to take advantage of everythingthat's available to them.
Speaker 1 (27:57):
Yeah.
So the first thing is just topoint out a few key things.
What we try to get at arepeople's goals.
So, for example, if we ask, ask, let's say, a person who's
obese or overweight and the goalis to lose weight or do reduce
(28:18):
your a1c, but that may not be.
Maybe it's to play with hiskids more or to get back into
tennis.
So what we try to do is focuson what is the personal goals.
So what we try to do is focuson what is the personal goals
right, and then what we try todo is help the person accomplish
(28:39):
that by losing the weight orreducing the A1C, or going for a
test, or doing the right thingright.
So you know.
So motivation is all about whatyou perceive turns you on right
.
It's not what someone else istelling you to do.
So that's number one.
And another important thing thathealthcare doesn't do,
(29:04):
certainly not life insurersright now, or critical illness,
your outlook.
So, like in real estate, it'slocation, location, location.
In our business of behaviormodification, it's outlook,
outlook and outlook.
You could take two people withsimilar diagnostics, similar
personas and if I ask Mitch, ona one to five, what's your
(29:27):
outlook over the next five years, not your health, not your
issue.
And Mitch says I feel reallygood about about it, I'm going
to overcome this.
I give it a four out of fiveand steve says I give it a one.
You can't engage them the sameway.
It makes no sense.
So with steve, you have to getto an understanding of why it's
(29:49):
a one and kind of nurture thatto getting Steve to believe that
there is a pathway out of that.
And how we do that is sort ofmini steps.
We typically are giving aperson one thing at a time where
we have something calledreflection technology to get
(30:11):
them to think about.
Did they do it, did they not?
So we're trying to build upSteve's believability, in this
case, that they can get throughthis tough period and then have
a better outlook.
And then we measure outlook.
You know it's very interesting.
We measure confidence and thenwhen you see that path going up,
it's very interesting.
And that's how you can getpeople to do some of the things
(30:35):
that are on the ICSL website gofor preventive screenings, do
this, you know.
Do the activities that you wantthem to do.
So, that's what I would say.
Speaker 4 (30:50):
I would say what I, what I really like what you said
there, and we did a webinarseries.
Humaculture did a webinarseries last year maybe two years
ago now on with we did it inconjunction with Virtuosa team
and they have a four a a fourpowers model and what they said
is you really need for somebodyto change your behavior, they
(31:13):
need to have the capability andmotivation to overcome the
barriers and the temptations.
And you need to recognize thatevery change is made within four
contexts the systems, thespaces, the social and the self,
and those all influence howthey're going to react.
And the self, and those allinfluence how they're going to
(31:36):
react.
And so exactly what Bob wassaying is, if you really want to
get someone to change, you'vegot to address, they've got to
have the appropriate motivationand the capability which is
confidence and competence toovercome those barriers and
temptations that are going tokeep pulling them away from
doing what's the right thing.
And so I really like the wayyou said that, bob.
Speaker 1 (32:01):
Thank you and Mitch, I think I've been very impressed
with what you guys at ICSL havebeen doing at ICSL have been
doing.
Tell us a little bit about theteam you put together and the
collaboration and what you'redoing from an educational
perspective and your partners.
Tell us a little bit about thatbecause I think for those
(32:23):
listening you should definitelygo to the site see if you could
get involved with ICSL.
Speaker 3 (32:28):
We are very thankful for our entire team at the
collaboration I want to say overthe past three years we've
probably had it's mostly avolunteer led group.
We've probably had 75 to 100volunteers in different
capacities.
So our, our, our group isbroken down between our research
and actuarial advisor team thatSteve and other experts in the
(32:51):
industry comprise of, reallylooking at the latest trends
with mortality, morbidity.
We have a medical advisory teamled by Dr Kate Hendricks.
She was a former CDC medicaldirector for about 10 years
she's been advising us ondifferent you know, the
conditions that we're seeingwith mortality and how we can
best bring solutions to themarketplace.
(33:12):
And then we have an incrediblemarketing uh marketing team led
by a majority of uh agents inthe industry that are really
doing a great job of bringingawareness to what we're doing in
the industry and um you knowthat that entails uh webinars,
um webinars and differentindustry events bringing
(33:33):
attention to the great work thatwe're doing.
So I couldn't be more proud ofour group and proud to be
associated with the insurancecollaboration to save lives.
Speaker 4 (33:43):
I just would build on that.
It's been amazing.
We probably had a dozen or twoactuaries involved, at least a
half dozen medical directors andmedical resources and people
from all walks of the insurancelife cycle to really collaborate
(34:03):
and try to solve these issues.
It's been an amazingcollaboration group, an amazing
collaboration group.
Speaker 2 (34:11):
Thank you.
Thank you Amazing collaborationhere today.
Thanks for everybody forsharing everything that you have
here and hoping that we'vemotivated our listeners to take
action in their own health.
Employers to think about theiremployees and what they can
offer to them, and the insurancecompanies on new ideas and ways
(34:31):
to service this new populationthat we're focusing on.
And thanks to our listeners forour questions.
We want to hear your voiceagain and in future episodes.
Just a reminder to submit yourquestions for our future guests
you can comment on this episodeor DM on our social channels at
GOMO Health, on this episode orDM on our social channels at
(34:55):
GOMO Health.
On behalf of Bob and I, Steveand Mitch, thanks so much for
joining us today and if youenjoyed what you heard, please
subscribe, submit your questionsand be sure to like or comment
on this episode and for moreexpert insights into the world
of healthcare, visit us atgomohealthcom and be sure to
tune in on Thursday to catch ourfreshest content.
Thank you again for joining usand thank you all for listening.
Speaker 1 (35:17):
Thank you, Steve and Mitch.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
The Breakfast Club
The World's Most Dangerous Morning Show, The Breakfast Club, With DJ Envy, Jess Hilarious, And Charlamagne Tha God!