Cheryl Larson

President & CEO

Midwest Business Group on Health (MBGH)

Cheryl Larson is the President and CEO of the Midwest Business Group on Health, a non-profit organization of over 130 mid to jumbo, self-funded, regional and multi-state, public and private employers. Coalition activities include educational programs, health benefits research, benchmarking and community-based initiatives focused on increasing the value of health benefits and health care services to MBGH Members – represented by human resources, health benefits and health care professionals.

She oversees all coalition activities including advocacy, membership, administration, research projects and educational activities, working closely with MBGH’s employer-led Board of Directors to establish the strategic direction of the coalition. Larson joined MBGH in 1983 as the Director of Membership Development, returning in 2006 as Vice President, after spending 10 years with a population health management company.

Larson leads MBGH’s National Employer Initiative on Specialty Drugs, the first major purchaser-driven research project that supports employers in managing the higher costs of biologic and specialty drugs by helping them make critical and informed decisions. She is a nationally-recognized speaker on employer best practices in managing specialty drugs, value-based benefit design, wellness, wellbeing, consumerism, engagement and benefit communications. She currently serves on multiple boards and committees representing the purchaser perspective, including the Task Force on Low-Value Care for VBID (Value-Based Insurance Design) Health and the Oncology Medical Home Steering Committee for the Community Oncology Alliance.

Speaker Questionnaire
What is the biggest thing you learned in 2020?

Family and friends are so important, so is your emotional state of mind.

What do you feel are the two most important benefits or areas that need to be a top priority in 2021?

Reducing wasteful practices to preserve resources for high quality care, and expanding mental behavioral health telemedicine.

Can you share a story on an area of your healthcare program or employee benefits where you were able to create significant savings or stop costs from rising?

Unbundled the PBM model (jigsaw puzzle) and put the pieces back together that make sense (don't allow for misaligned incentives/inappropriate profiting).

If you could automatically receive a 10-20% reduction in costs in three areas/programs, what would your dream list be?

Getting rid of waste and removing low and no value health care services and drugs. Unbundling the PBM model and putting it back together with the pieces that put the employer back in control,

What is the most innovative program you will focus on in 2021 and/or 2022?

How are you re-imagining corporate culture & well-being?

Through the pandemic lens at this time. Making sure well-being focuses on enhancing behavioral, mental health, and telehealth benefits.

What virtual care solutions did you roll out during the pandemic? How valuable were they and why?

If you look at our 3 Moonshots - Costs, Culture, and Care; In one sentence, tell us what would be something positive for us to take from 2020 and bring into this new year?

Let’s take the lessons learned during the pandemic to fix the things in healthcare that need to be fixed. That includes wasteful practices. This can preserve revenue so that employers can focus on offering the best health care benefits offering high-quality care for employees and their families!

Past Sponsors

1 Conference. 3 Moonshots.

Costs

Moonshot #1​

Reduce employer healthcare and benefits costs by 25% by 2025.​

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Culture

Moonshot #2​

Reimagine engagement and well-being.

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Care

Moonshot #3

Provide 40% of healthcare services virtually and through technology by 2025.​

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