Latest / Becker’s Payer Issues Podcast / Health Plan Readiness for 2026: Network Trends, Data & AI

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Health Plan Readiness for 2026: Network Trends, Data & AI · Becker’s Payer Issues Podcast

• 0:00
  This is Brian Zimmerman with Becker's Healthcare. Thank
• 0:02
  you so much for tuning in to the
• 0:04
  Becker's Healthcare podcast.
• 0:05
  Today, we're going to talk about health plan
• 0:07
  readiness for 2026,
• 0:09
  trends shaping the next phase of change.
• 0:12
  Joining me for this discussion is Steve Levin,
• 0:14
  CEO of Quest Analytics.
• 0:16
  Steve, thank you so much for being on
• 0:18
  the podcast. Thanks for having me, Brian.
• 0:20
  To get going here, can you can you
• 0:22
  share a bit about your yourself, your professional
• 0:25
  background,
• 0:26
  what you're doing as as as CEO of
• 0:28
  Quest Analytics?
• 0:30
  Yeah. So who am I?
• 0:31
  Exactly. It's
• 0:34
  so, look. I usually describe myself as a,
• 0:38
  reformed consultant.
• 0:40
  I was a HP management consultant. I did
• 0:42
  a corporate development and sort of, strategy work,
• 0:46
  among my clients for a lot of years
• 0:48
  for
• 0:48
  health plans
• 0:50
  and payer companies,
• 0:51
  health systems,
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  consumer product companies.
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  And then, at at some point after, you
• 0:57
  know, over a decade or so,
• 0:59
  I decided I should try and,
• 1:01
  pre you know, do what I preach, if
• 1:03
  you will. And I hopped over the wall.
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  One of my clients invited me to start
• 1:08
  a company.
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  So I,
• 1:10
  engaged in building a venture. Right? Built a
• 1:12
  new company for a decade or so in,
• 1:14
  predictive analytics and rev cycle
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  back when, big data and SAS was all
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  brand new. This was 2005,
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  2006 era.
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  Built a predictive analytics business, serve serving providers,
• 1:27
  health systems, and, hospitals.
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  And from there,
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  that ultimately was
• 1:33
  acquired by sort of a middleware company, a
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  clearinghouse.
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  So I got to go from the provider
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  side to the middle. And then,
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  in 2020,
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  by the start of COVID,
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  I joined Quest,
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  and I became, CEO here, which is sort
• 1:47
  of a capstone opportunity for me.
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  Quest is really interesting, you know, network design.
• 1:53
  We live at sort of the e the
• 1:55
  intersection of of, payers,
• 1:58
  providers,
• 1:59
  regulators, and then, you know, networks or what
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  members experience and health plans are built on.
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  So it's a very interesting
• 2:06
  spot in the middle.
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  And, you know, in in the kind of
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  softer moments, I would say, it's a great
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  mission.
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  We're a company that is
• 2:15
  exclusively focused on helping every American get access
• 2:18
  to health care and helping sort of find
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  those networks and make them work. So it's
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  it's really quite exciting. So, that's who I
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  am.
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  Wonderful to have you. I think your your
• 2:28
  professional journey lends you an interesting perspective in
• 2:31
  in sort of sitting in this this this
• 2:33
  intersection space. Right? I think that's also a
• 2:35
  valuable perspective for for our listeners to get.
• 2:37
  So
• 2:38
  let let's get into it. Health plans, of
• 2:40
  course, are, you know, getting ready for another
• 2:42
  year of significant regulatory and market change.
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  What are the most important pressures you're seeing
• 2:47
  as sort of these plans look toward 2026
• 2:50
  and how they're shaping strategic priorities? You know?
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  There's always transformation disruption
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  happening in health care. Of course, it's not
• 2:58
  static, but this does seem like an
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  exceptionally,
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  interesting moment in in in the industry. So
• 3:05
  can you expand on how health plans are
• 3:07
  sort of getting ready for the changes that
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  are coming?
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  Look. It you know, it so first off,
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  it is an interesting time, and health care
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  has never been static. It's it's always been
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  changing. I think the pace of change recently
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  has really picked up.
• 3:22
  And,
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  you know, I think every everyone listening to
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  this understands that there's sort of margin pressure,
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  in health care, and that problem has gotten
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  much more acute.
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  You know, behind that, there's a bunch of
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  different things that are shaping that shape that
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  pressure and that acceleration, which in some ways
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  are gonna
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  drive what we think of as 2026
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  and sort of what payers, providers, regulators are
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  all thinking about and likely to be kinda
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  trying to accomplish.
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  You know, we have
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  the underlying
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  cost drugs, devices, equipment, all
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  those continue to kind of accelerate and, you
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  know, increase in cost.
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  We have utilization
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  that's that's gone up, sort of a little
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  bit of the hangover out of the public
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  health emergency.
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  All of that is leading to sort of
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  MLR pressures,
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  challenges of sort of
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  having the cost and the margin match the
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  plan design.
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  We're seeing, as a result of some of
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  this, all these,
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  events,
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  a series of things. So first off, we're
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  seeing regulators get really sensitive to
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  real provider access. Is the provider
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  seeing patients? Is this location real?
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  Is there sufficient,
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  you know, availability? So average wait time sort
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  of things.
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  That that focus on access is
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  really, you know, pressing things around data and
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  data integrity. We'll get to that later.
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  Providers are are facing real contract and and
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  and rate challenges, and they are consolidating. So
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  we're seeing the continued
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  consolidation of provider groups. So we're seeing health
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  systems get bigger. We're seeing groups get bigger.
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  You can see that when you look around
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  and look at the contract disputes. I'm up
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  in the New England area,
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  and,
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  you know,
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  Bay State Health and and
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  South Coast Health, we're seeing every almost everyday
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  challenges of of in network, out of network
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  negotiations with our local
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  payers up here. And then we're seeing, you
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  know, the the payers themselves trying to figure
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  out how to
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  do more,
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  manage utilization against the premium and control sort
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  of the the whole premium dollars.
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  It is becoming
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  like a you know, one of the things
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  that I like to think of it is
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  a game of Tetris.
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  This is why we all play the the
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  the game of Tetris, and so the blocks
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  are falling.
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  Groups are getting bigger. The financial challenges
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  are getting bigger, and the blocks are falling
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  faster. We we have to sort of make
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  these networks
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  kind of all fit,
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  and it's speeding up.
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  You know, I think the the pace of
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  change in Washington has gone up a lot
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  too recently. We're seeing more
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  more innovation out of CMS, more innovation at
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  the state level in the regulatory thing. So
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  all this stuff is accelerating faster faster and
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  more
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  pressing. More pressing. The stakes are high.
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  You laid out so much of of what's
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  happening in the environment to make that sort
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  of that pace of change that that is
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  easy. If you ever played Tetris, it's really
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  easy to to picture that when things start
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  moving a little bit faster, it gets real
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  tricky. So,
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  wanna get here now to I wanna reference
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  sort of a survey we did earlier this
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  year that
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  suggest high performing plants often operate with more
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  targeted,
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  streamlined networks.
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  With that in mind,
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  what what data insights should executives rely on
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  to assess the performance of their networks? I
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  know access is super important.
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  But especially if they're considering a narrow network
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  strategy, what what should be they be be
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  looking at measuring? It
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  it's,
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  so your your research was very, very,
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  enlightening,
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  and it actually, by the way, just it
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  it married or kind of matched some research
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  done by the the KFF
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  who similarly did some work looking at Medicare
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  Advantage Plans and star ratings.
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  Their research showed that sort of it's e
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  you know, low performing networks of three stars
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  and less tend to be narrow narrow as
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  well, but they found that high performing networks,
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  the five stars, were also narrow. I mean,
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  they're actually in fact the narrowest,
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  which was reinforcing to what you guys are
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  talking about, which is, you know, bigger is
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  not necessarily better when it comes to networks,
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  and the member experience and the provider.
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  I think what
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  it's interesting is for for many years, we've
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  all thought that the way to kind of
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  control cost is to kind of
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  shape utilization
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  of of how members
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  utilize health care. So we're gonna help influence
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  them and direct them to better doctors, or
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  we're gonna try
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  and kinda, you know, bad words like gatekeep.
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  And and
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  when increasingly, what what everyone is seeing is
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  that a better designed foundational
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  network actually leads to a better experience. It
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  leads to,
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  less abrasion
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  for providers. It leads to better natural
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  care routines, care pathways.
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  It leads to better outcomes, more satisfaction, lower
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  cost, all that good stuff. And
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  even regulators are understanding that bigger is not
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  necessarily better. What they really want is true
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  access. They want to understand that that, are
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  all these primary care doctors,
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  in fact seeing patients?
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  Are all these locations, in fact, real?
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  And,
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  you know, so what we're we're seeing
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  that it's,
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  a conversation about network composition, who's in, who's
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  out, how to think of that.
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  You know, even in
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  step back for a sec. We even use
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  the word like narrow network. A narrow network
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  may have a lot of primary care access
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  points. A narrow network may be actually quite
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  broad for ambulatory surgery centers.
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  It may just be narrower as it gets
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  to whether it's the acute or some of
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  the some of the more
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  value sensitive things like oncology or other specialties.
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  So, like,
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  narrow, we ban you a word like narrow
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  around, and it every network
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  in every sort of care
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  footprint has very, very,
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  specialized and sort of nuanced dimensions to it.
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  And that's what
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  it really comes down to sort of the
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  the challenge for for executives.
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  It you really do need some very granular,
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  high quality local data.
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  You need to understand,
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  the provider,
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  their care capabilities, like what kind of services
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  they really do. We should understand their their
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  their their value in that care service. So
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  is it, you know, low cost and not
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  always high value. Low cost can be low
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  cost.
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  And so what's the value at the care
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  site? And, ultimately, I think that we're finding
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  that it's more and more important for people
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  to think about
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  the network relative to other networks in the
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  market.
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  This is a consumer product at some level.
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  Right? We are trying to create a have
• 10:05
  a have a consumer
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  experience great health care, and so you need
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  to understand
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  the provider, the service line, and then sort
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  of the other options in the market.
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  And the last part, Brian, which I think
• 10:17
  we all intuitively understand is,
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  networks are, you know, highly dynamic.
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  3%
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  of the
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  provider kind of at location information is changing
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  in any given month.
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  Providers are retiring, groups are restructuring,
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  offices move. I mean, like, for a lot
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  of reasons, the network that was here last
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  month isn't here today.
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  Right. Right. It's it's it's an interesting space.
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  And and it it's a lot to get
• 10:43
  your arms around too,
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  in terms of really getting that that that
• 10:47
  accuracy and understanding what's happening in in markets
• 10:49
  and your networks. So what steps can can
• 10:52
  health plan leaders take to to really
• 10:54
  strengthen performance and get more efficient, but they've
• 10:57
  also gotta maintain compliance. Right? Yeah.
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  Can you talk a little bit unpack that
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  for us, especially when it comes to ensuring
• 11:04
  that private provider data accuracy, network adequacy, those
• 11:07
  those types of things that you're mentioning? How
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  can you pursue better performance while maintaining compliance?
• 11:13
  Right. You know,
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  interestingly so a lot of people at the
• 11:16
  moment, a lot of organizations,
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  if they don't step back and think about
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  the network, the network is sort of
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  one of the few
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  or the core assets
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  that connects all parts of the of a
• 11:30
  a payer,
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  business. Right? It's
• 11:34
  part you have the bills that to be
• 11:35
  compliant, then you have to design it so
• 11:38
  that it sort of meets the membership and
• 11:41
  the market needs.
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  You have to, you know, fit the network
• 11:45
  and match it to the product and the
• 11:47
  offering.
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  The network will dictate in many ways what
• 11:50
  members they're gonna see and and where who
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  they're gonna be working with. So it it's
• 11:56
  a very, very it's an enterprise wide asset.
• 11:59
  And I think that gets to this sort
• 12:01
  of the imperative for what a a payer
• 12:03
  needs to do as they look to kind
• 12:05
  of
• 12:06
  really be, you know, performing here. The the
• 12:08
  yes. At one level, they have to create
• 12:11
  sort of a single place where their network
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  data lives. They need to create
• 12:16
  a, kind of a clear,
• 12:19
  trusted enterprise
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  source of content.
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  They need to be somewhat rigorous, relentless, and
• 12:25
  continuous on making sure that their database is
• 12:29
  higher fidelity. And if those are the things
• 12:31
  that's perfect,
• 12:33
  it just sort of has to be continually
• 12:34
  managed and maintained.
• 12:36
  The second thing you need to do is
• 12:37
  you need to make that content available across
• 12:40
  their company so that their it guesses their
• 12:42
  teams that are focused on compliance,
• 12:45
  need access to that content to make sure
• 12:46
  they understand and are analyzing relative to the
• 12:49
  the regulatory requirements.
• 12:51
  But they also need that same information available
• 12:54
  for their mark in market teams who are
• 12:55
  thinking about their their messaging and their marketing
• 12:59
  in their in their kind of sales
• 13:02
  programs. And so you need we would think
• 13:05
  of it you need a network decisioning tool
• 13:07
  that crosses the organization,
• 13:10
  serves a content to each of your
• 13:13
  kind of your teams that are sort of
• 13:15
  at the front lines of delivering
• 13:18
  in delivering health care to their to the
• 13:20
  market.
• 13:21
  It needs to be kind of workflow enabling.
• 13:23
  It needs to eliminate handoffs or simplify handoffs,
• 13:26
  and it needs to get the right information
• 13:29
  to the experts at the right point.
• 13:31
  You know, the network conversation needs to move
• 13:34
  from being what I think it is reactive
• 13:36
  to proactive.
• 13:37
  It needs to help everybody sort of understand
• 13:40
  not only not where they've been, but where
• 13:42
  they wanna get to.
• 13:44
  And,
• 13:45
  a lot of what we see in, across
• 13:47
  the industry is conversations
• 13:49
  not about the business or the network,
• 13:52
  but about sort of whose data was more
• 13:55
  right or or wrong.
• 13:57
  We need to shift this from a data
• 13:59
  debate
• 14:00
  to one about of action and decisions.
• 14:04
  I I appreciate the comments. And and and
• 14:06
  I think, you know, to do this work,
• 14:09
  to do what what you're talking about doing,
• 14:11
  getting your arms around that data, making that
• 14:12
  content available across their company,
• 14:15
  messaging, informing, marketing, all all that, Steve. Right?
• 14:17
  You're gonna need you're gonna need
• 14:20
  a a a particular emphasis on on on
• 14:22
  technology, and there's perhaps a a two letter
• 14:24
  acronym. I'm dancing around here. But what's the
• 14:27
  what's the role of technology
• 14:29
  in this process and driving innovation? And, I
• 14:32
  guess, what should folks help plan leaders listening
• 14:34
  to this really be paying special attention to
• 14:36
  in 2026?
• 14:38
  Yeah. Look.
• 14:39
  So I think, you know, we we are
• 14:41
  seeing and I've and I've seen that every
• 14:44
  every organization has a CRM tool. Right? They've
• 14:46
  they've they've got someone doing their client relationship
• 14:49
  management and doing marketing and messaging. And mostly
• 14:52
  most people have
• 14:53
  some
• 14:54
  single enterprise,
• 14:56
  accounts receivable and accounts payable application. And organizations
• 14:59
  have a single if you're if you're in,
• 15:02
  materials, you've got an ERP in in resource
• 15:05
  planning and supply chain. Well, I think networks,
• 15:08
  is a similar spot. We need an enterprise
• 15:10
  network platform, decisioning platform.
• 15:13
  So you need a tool that connects it.
• 15:15
  But but all these tools, as as you're
• 15:17
  alluding to,
• 15:19
  are are reliant on great data
• 15:21
  and sort of bringing that data to a
• 15:23
  single spot.
• 15:24
  I think it they then need sort of
• 15:27
  what I think are accepted
• 15:28
  analytics.
• 15:29
  In the unique thing about networks is because
• 15:32
  of the geolocation
• 15:33
  aspect of them, they're they're understanding a network
• 15:38
  and how it meets a member need is
• 15:40
  very processing intensive. It's a time and distance
• 15:43
  calculation.
• 15:44
  There's an experience
• 15:46
  driving issue,
• 15:47
  and you need
• 15:48
  what are effectively sort of the in the
• 15:50
  accepted endorsed
• 15:52
  measures of that,
• 15:54
  so that people can rely on the conversations
• 15:57
  of measurement.
• 15:58
  And then lastly, you need to kinda put
• 16:00
  all this stuff in the context of a
• 16:02
  workflow, and you have to connect people. And
• 16:03
  I think this last part is where we're
• 16:06
  gonna see
• 16:07
  that two letter acronym that you are kinda
• 16:09
  dancing around, which is AI and Agentic and
• 16:12
  what we're seeing in there. I think with
• 16:14
  good data,
• 16:15
  with good analytics, you can start to accelerate
• 16:19
  the kind of the insight and decision making
• 16:22
  with some of this Agentic technology.
• 16:24
  You can put experts at the edges of
• 16:27
  organizations
• 16:28
  and get them access to content that in
• 16:31
  a way that they can engage with it
• 16:33
  faster and get fat better decisioning.
• 16:35
  So it's a really exciting time.
• 16:38
  You know, we're seeing
• 16:40
  organizations really get excited about this idea of
• 16:43
  a network platform.
• 16:44
  We're seeing people understand the power of data
• 16:47
  and and the need to to kind of
• 16:49
  really govern and and and kind of integrate
• 16:52
  the data pieces.
• 16:54
  And, slowly but surely,
• 16:56
  getting excited about AI and how it can
• 16:58
  be real workflow enabling.
• 17:00
  Yeah. Because the the the AI technology component
• 17:03
  of it, it's it's kind of there. Right?
• 17:05
  It's it's got the capacities. It's but it's
• 17:08
  it's kind of about getting that data right,
• 17:10
  getting that data underneath it so you can
• 17:12
  you can really unlock the
• 17:15
  the the power of that technology. Correct, Steve?
• 17:17
  Yeah. And it's funny. When I think about
• 17:20
  the AI space, a lot of
• 17:22
  we're not looking at AI to tell you
• 17:24
  which doctor is the best answer.
• 17:27
  You know? Yes. It you know, it it
• 17:29
  it's not it it's it's not hard to
• 17:31
  say, look. In this in this market,
• 17:34
  here are three
• 17:36
  potential configurations
• 17:37
  for your network to be to meet your
• 17:40
  business objectives.
• 17:41
  And so the technology can help you do
• 17:44
  that,
• 17:45
  you know, get you to three or four
• 17:46
  different scenarios faster.
• 17:48
  But there's gonna be an expert who's gonna
• 17:50
  look at those scenarios and and evaluate them
• 17:53
  for sort of the the things
• 17:55
  static model or and kind of an agent's
• 17:58
  not gonna get to.
• 17:59
  So I think there's, yes, there's something about
• 18:01
  more
• 18:02
  insight faster for people through some of the
• 18:05
  Genentech stuff. But the second part I think
• 18:07
  is really important, which is workflow.
• 18:10
  I think, the AI stuff is gonna be
• 18:13
  really, really transformative in helping take
• 18:15
  content from one end of the organization
• 18:18
  and move it rapidly to the other side
• 18:20
  and say, hey. You may not know this
• 18:23
  yet, but here's what happened with this market.
• 18:26
  You've got an emerging gap or
• 18:28
  this organization
• 18:29
  has changed,
• 18:31
  its affiliations, and now you've got sort of
• 18:33
  competitive issue. Here are three choices. What do
• 18:36
  you wanna do about that? The ability to
• 18:38
  get that content across the organization fast,
• 18:41
  really powerful.
• 18:43
  Yeah. Excellent. Yeah. Truly, truly able to conceptualize
• 18:47
  just how powerful that would be for an
• 18:48
  organization. For, ultimately, for for for for members.
• 18:51
  There's just so many different benefits that could
• 18:53
  come from that sort of vision of the
• 18:55
  future.
• 18:56
  Is there anything, Steve, we didn't touch on
• 18:58
  our conversation today that you wanna make sure
• 19:01
  to to leave listeners with? Maybe it's something
• 19:03
  you wanna reemphasize or a fresh point. I
• 19:05
  kinda leave it to you. But how do
• 19:07
  you how do you wanna close out today?
• 19:09
  So, look,
• 19:10
  you know, Brian, we started with this comment
• 19:12
  about how it's a complicated time and it's
• 19:15
  a real challenge and the margin pressure.
• 19:17
  I think, you know, I'm really excited. I
• 19:21
  see people at all these organizations
• 19:23
  facing real difficulty, but also facing it with
• 19:26
  some optimism.
• 19:27
  I'm really motivated
• 19:30
  by the meaningful
• 19:32
  kind of creativity,
• 19:33
  the innovation,
• 19:35
  the changes that I'm hearing from our clients
• 19:38
  and, you know, around the ecosystem, providers,
• 19:41
  payers,
• 19:42
  regulators,
• 19:43
  and there's a real optimism. It may not
• 19:45
  feel that way, but I think people are
• 19:48
  looking at the future saying it could be
• 19:49
  great. And I'm really excited. I know I've
• 19:52
  got hundreds of people here at Quest that
• 19:53
  are excited about sort of the the power
• 19:57
  of what's ahead. So
• 19:59
  put it all together. It you know, we
• 20:00
  can help hundreds of millions of Americans get
• 20:03
  better health care.
• 20:04
  Well, Steve, it really was a pleasure and
• 20:06
  truly appreciate you ending on that that optimistic
• 20:09
  note. I think,
• 20:11
  important for all of us to get healthy
• 20:12
  doses of of optimism these days. Thank you
• 20:14
  so much for coming on the podcast, Steve.
• 20:16
  We also wanna thank our podcast sponsor, Quest
• 20:18
  Analytics.
• 20:19
  You can tune in to more podcasts from
• 20:20
  Becker's Healthcare by visiting our podcast page at
• 20:24
  beckershospitalreview.com.