Imagine two members receiving a message from their health plan on the same day. One is a 75-year-old Spanish-speaking man managing multiple chronic conditions. The other is a 30-year-old pregnant woman navigating her first trimester. Their health concerns, life stages, cultural context, and communication preferences are worlds apart. Yet too often, the outreach they receive looks remarkably similar.
When outreach fails to recognize those differences, it erodes trust. Members feel unseen, messages feel irrelevant, and opportunities to intervene early are lost. In fact, consumers are far more likely to engage with communications that feel personalized and relevant, while generic outreach is more likely to be ignored – this transcends industries.
This personalization communication gap comes at a time when health plans can least afford inefficiency. Margins are tightening, regulatory expectations are rising, and growth demands precision. In this environment, “doing more with less” is not simply about reducing spend — it is about making sure that every interaction counts. Health plans have invested heavily in engagement platforms, analytics tools, CRMs and portals, yet many still struggle to convert those investments into meaningful impact. Health plans do not have a technology shortage. They have an orchestration problem and increasingly, a consolidation imperative.
Why ‘more’ digital hasn’t delivered better results
More digital tools have not delivered better results because fragmentation has diluted its impact. The infrastructure exists, but engagement lags. 90% of health care systems now offer patient portals to access electronic health records (EHRs) in the United States, but only 15% to 30% of patients use these platforms.
Over the past decade, payers have layered engagement platforms, with each solution addressing a specific operational need. However, collectively, these investments have led to fragmentation, with systems operating in siloes rather than as part of a coordinated ecosystem. As a result, data often sits in separate environments, and departments execute campaigns independently, each touching a different piece of the member journey without full visibility into the whole.
At the same time, managing a broad field of service partners increases operational overhead, complicates compliance oversight, and increases administrative costs. In addition, vendor sprawl introduces duplication of effort and fragmented accountability. Given mounting financial constraints, payers are increasingly reevaluating whether spreading capabilities across numerous point solutions truly drives value.
The need for intelligent, outcome-based engagement
As margin pressure intensifies in 2026 and beyond, service partner consolidation is accelerating. Plans are moving away from managing sprawling vendor ecosystems and toward working with a smaller group of partners that can deliver across engagement, analytics, and data functions. The rationale is practical: when services are aligned under coordinated relationships, costs decline, operational friction decreases, and accountability improves.
Consolidation, however, is not simply a procurement strategy. Rather, it is a data strategy and a member experience strategy. Fragmented partners produce disjointed data, and fragmented data inevitably leads to fragmented communication. Therefore, to deliver measurable performance, predictive intelligence and AI must evolve past static dashboards and into operational decision-making. Plans should not simply track care gaps; instead, they should anticipate them. They should not wait to respond to disengagement; they should intervene before it occurs.
A true omnichannel strategy requires the same discipline. It is not about activating every channel. It is about delivering the right message to the right member through the right channel at the right moment. That level of precision depends on synchronized data across touchpoints. When information is consolidated rather than dispersed across vendors, communication becomes coherent. Messages align. Timing improves. Members experience continuity instead of confusion.
Regulated communications and required technology investments need to work harder
In an environment where cost containment is impacting engagement strategies, it is important to drive as much value out of mandatory member touchpoints and committed technology investments. When there is alignment across functions regulated communications are a powerful tool to drive performance-based initiatives without increasing outreach volume. For example, onboarding packets delivered to members returning to the plan should have embedded CTAs that drive strategic initiatives for the plan but also add value to the individual. This requires alignment around prioritization of CTAs and a unified understanding of value drivers at the member level.
Portals are a committed technology investment, yet one that is poorly leveraged by plans as member adoption and utilization is frequently low. Health plans must understand how the portal fits into the member journey and how it can deliver value as a both a communication channel and a site for important member interactions. Commonly, members will seek out call center support when navigating key points of their member journey when more cost efficient and member-centric solutions can be delivered through the member portal. There needs to be a clear understanding of the ROI associated with better portals performance, which informs the right amount of investment to drive high member portal adoption and utilization.
Improving quality, efficiency, and personalization without increasing cost
When data, engagement, and digital experiences operate in alignment, plans can focus resources where they drive the greatest impact on Star Ratings, CAHPS and care gap closure. At the same time, trust strengthens when members feel understood — and trust directly influences retention, adherence and long-term value. In other words, when engagement infrastructure is unified and service partnerships are consolidated, plans unlock advantages across three critical dimensions:
- Stronger performance outcomes, driven by precision engagement tied directly to quality metrics and measurable impact
- Greater operational efficiency, achieved through streamlined governance, reduced vendor complexity and simplified internal workflows
- Lower total cost of engagement, by consolidating services, reducing duplication and maximizing value from existing investments
In today’s financial environment, these gains are not optional. They are strategic. When infrastructure is aligned through unified systems, efficiency and performance reinforce one another.
Intelligent engagement as a business model shift
Establishing a closed-loop environment to measure and optimize enterprise engagement strategies and performance is becoming a consistent goal amongst leading health plans. Data must inform decisions in real time, and decisions must dynamically shape engagement, influencing measurable outcomes. A closed loop strategy cannot function in a fragmented environment. It requires unified data sources, aligned service partners, and coordinated engagement orchestration under a single strategic framework.
Vendor consolidation, therefore, is not simply a cost conversation. It is an operational necessity. Fragmented partner ecosystems dilute accountability, scatter data, and weaken member experience. Narrowing the partner landscape to those capable of delivering integrated capabilities creates synchronized communication, stronger governance, and clearer ownership of performance.
In an environment defined by margin pressure and regulatory intensity, intelligent engagement built on unified infrastructure is becoming the defining capability of modern health plans. Those that consolidate, orchestrate and value their engagement ecosystem will not just address inefficiency — they will solve it. In doing so, they will turn consolidation from a defensive cost measure into a proactive growth strategy.
Photo: Topp_Yimgrimm, Getty Images
Steve Mongelli, President, mPulse, joined Clarity in January of 2008 after a decade inside the national healthcare and insurance business marketplace. His success with new product development and marketing strategies for membership enrollment and retention have been instrumental in bringing Clarity to the industry-leading position it holds today.
Steve was most recently the Chief Operating Officer at Clarity and has spearheaded numerous initiatives, including developing successful print-on-demand programs; streamlining marketing communications; developing modern, cost-effective solutions to replace inefficient legacy documentation methods; and ultimately, creating both an enhanced member and client experience.
In 2020, he was promoted to President and Chief Executive Officer and now oversees all aspects of Clarity’s business, focusing on continued growth, exceptional client service, and product innovation.Steve holds a Bachelor of Arts from the University of Richmond.
This post appears through the MedCity Influencers program. Anyone can publish their perspective on business and innovation in healthcare on MedCity News through MedCity Influencers. Click here to find out how.
