Attention: CEOs, CFOs, Business Owners, & HR Execs
Book Reveals How Misaligned Incentives, Corporate Greed and Irresponsibility 
Caused a Blind Spot on Your P&L.
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What If You had the ability to substantially reduce one of your largest corporate expenses?

You can look at this book as a self defense, judo of sorts, to protect your company from unnecessarily overspending on what should be a manageable expense.

In this book, I am casting a compelling vision of the future, a new opportunity of sorts, as opposed to showing you incremental improvements on what you already do today. This book will give you the insight on what corrupts your organization's health plan, why all the players in this game are incentivized when you pay more and why you have been intentionally kept in the dark.

From: Michael M. Adams


Mid-way through my career, I became aware something that shook me. I realized I was a marginally effective benefits consultant.

I tried to win new clients by giving away HR software, offering to do in-person benefit enrollments and helping their employees file insurance claims. 

I had a desire to bring real value and become an asset that my client valued. I felt like each time I met with a prospect or one of my clients, I was on the opposite side of the table. They had desires, goals and dreams and I was just pushing a carrier’s product. 

I wanted to find a way to sit on the same side of the table as them and become a true business partner. A partner that would last through good times and bad… one that wouldn’t be replaced when another consultant brings in a new shiny object.

At the time, I was struggling with the fact that I saw value in the things I did for my clients, but the owner’s and leadership of those client’s didn’t. That meant that I was always in jeopardy of losing a client to a competitor. Furthermore, the prospective employers I met with saw the HR software, benefit enrollment support and employee claims support as a feature and benefit of having any broker. 

I began to see that all my competitors were doing the same thing. I was becoming a commodity. They didn’t really see anything that separated me from any other vendor they had used.

To make things worse, this made me feel like the last few years of my business life was a waste. I struggled to differentiate myself in the market but ended up just blending in. I was doing things that the employer didn’t value and could easily get from any broker in the market.

Then I had some employees leave my company and I felt like giving up. This meant that I had client’s question if our company would stay in business, we even had some of them leave us. We took a substantial loss in revenue and had to make a choice to throw in the towel or search for a new path forward...

Then, as if by chance, something amazing happened... 

I found myself in jury duty reading random articles on LinkedIn. I stumbled across an article about a company that had significantly lowered their health insurance cost by improving the benefits the employee’s received. 

This employer understood that money spent toward employee pay raises elevate their overall cost (after including payroll taxes) but money allocated toward the group health insurance plan resulted in reduced overall cost because it was a tax-free benefit to the employee. Employee’s saw this as a raise because they weren’t crippled with the out of pocket expenses associated with the company’s health plan.

I thought to myself “this is impossible…. I should tell my clients to lower the deductibles, lower or eliminate copays, make many prescription drugs free, and healthcare cost go down?

It was now crystal clear… I could revitalize my business if I could learn how to lower an organizations healthcare costs by making the health plan better

I figured that, since I was stuck in jury duty all day, I could research what I thought was an impossible topic, “how to lower healthcare costs while improving the benefits”. 

I knew that if I could figure this out; employers would be given the opportunity to choose to simply save the money, significantly improve the health plan benefits, increase the company’s 401k match, or achieve whatever other goals they had with this newly found opportunity. I knew organizations would finally be able to control what most believe to be an unmanageable expense

As a result of my research, I ended up on a call with a physician about a company he had recently started. He led a team that audited medical bills for self-funded health plans and told me a story that has stuck with me throughout the years...

He found a medical bill in which the hospital was charging the employer’s health plan for two permanent cardiac pacemakers. There was a problem—it was for one person and humans only have one heart. So, why would a hospital bill for two? 

This physicians’ company received the hospital bill before the employer’s health plan paid the claim. After reviewing the itemized bill and patient medical records, he reached out to the hospital and pointed out the billing issue. After the mistake was realized, the second, unused pacemaker was removed from the patient’s bill

Since the patient only pays up to their max out-of-pocket, 100% of the savings was realized by the employer (because the plan was self-funded). 

Said another way, if the member in this scenario had a max out of pocket of $10,000, they have no way of knowing that such a large bill was artificially inflated since the insurance picks up everything after the $10,000 (in this example). Furthermore, the patient has no incentive to see the total bill reduced since they won’t have to pay anything past their $10,000 responsibility.

I asked the physician that audited the bill, how much a pacemaker was. He told me about $50,000 on average. I was noticeably shaken. I said, “So, you saved the employer $50,000 since you were able to get the 2nd pacemaker removed from the bill?” He replied, “Well, we charge them a small part of the savings after it is realized, but yes.”

Suddenly, I thought, “What other items can be found inside a company’s health plan to lower costs?” 

At the time, my only thought on how to lower costs for our clients was by raising deductibles, eliminating co-pays, pressuring vendors to reduce their admin fees, and getting carrier health plan discounts by implementing wellness programs. I also filled up most of my client meetings talking about all the activities we could do for them like helping enroll employees, providing free or nearly free software, and other HR support services. 

At that exact moment, however, my mind shifted. My mission now was to educate employers on how to control what makes up 80% of their health insurance cost, the actual health insurance claims

That’s when I realized without a doubt, that this crazy idea was true. After well over a year of research, I discovered that what this physician was doing was just one of dozens of strategies that an employer could implement to lower healthcare cost while simultaneously improving their health plan. 

The Plan...

My plan was to get this message out to every business owner, C-Suite executive, political leader, or union head that would listen. We placed outbound calls, sent mailers and even emailed these people directly. 

I thought, how could anyone resist this. I can save your company money and improve their health plan. I knew what drove cost and how the games were played, and I knew that these employers didn’t manage healthcare like they manage other items on their P&L.

But there was still a problem... 

Nobody believed me… the market had been telling organizations they can lower their health insurance costs for years. 

These organizations were living with a familiar routine, one that says "we will help you lower cost", but instead, the organizations inevitably pay more from year to year. This caused these very same employers to argue for their limitations and surround themselves with other employer organizations that were doing the same. 

I understood this whole process had actually strengthened relationships with their large name brand vendors, brokers and carriers. These entities had been reinforcing these limiting beliefs and further ingrained their emotional attachment. 

They told them that if they shifted to a high deductible plan, implemented a wellness program, carved out a pharmacy chain or “shopped the market” every year that it would produce savings. In fact, I learned that nearly every broker was singing the same song, “make us your broker and we will save you money”! 

In fact, I even began to see a pattern… organizations had a series of almost pre-recorded responses. They would say things like:

  • The CFO would never approve that...
  • The CEO is not involved in employee benefits...
  • ​We have tried things like this before, but it didn’t work...
  • ​The owner is a friend of our consultant...
  • ​I just gather the information and get it to upper management...
  • ​If this was real, our current broker would have told us...
  • ​Our company is different...
  • ​Get us a quote...

I even learned, along the way, that I not only had to get past these predictable and pre-conditioned responses but also had to demonstrate to the employers, unions and municipalities that there was a cartel-like influence that was keeping all of this from them. These cartel-like organizations were the same organizations that sponsored the local little league events, ran national commercials and gave away free flu shots.

I learned that these influential entities were responsible for “managing” a company’s healthcare supply chain. These entities were the large health insurance companies, pharmacy benefit managers, and institutional benefit consulting houses.

In the end, we finally broke through to a few employers that were struggling to fix their company’s group health insurance plan. This allowed us to proof-out all the different ways we knew would substantially improve the benefits and reduce costs. In the beginning, I was just as shocked as the employers when these strategies worked. Many even worked better that even I anticipated. 

We even had clients that received dividend checks from there health insurance company. All of them thought it was impossible, even after I showed them how it was done. They were stunned to discover these things had been hidden from them all this time, but now they felt more empowered with the information and the roadmap we had provided them. 

All these things meant we could now achieve what we set out to do: measurably, predictably and repeatably reduce a company’s healthcare expense, improve the benefits their members received, and bring true value to the partnership. 

As a result of all this work, we were able to achieve the following: 

The “before” is what the employers would have paid if there were no intervention, strategy change, or change in workflow, and the “after” represents the actual cost or exposure my client experienced. 

*Real life examples. Each healthcare item noted can be situational. Numbers rounded for simplicity and to account for average costs.

What these employers realized, by following my process, was that by reducing the severity, frequency and unit cost of the underlying healthcare claims, you could reduce the cost to insure those healthcare claims. If you could reduce the cost to insure those claims the company could become more profitable, lower their OpEx and increase their EBITDA. 

The employees would also benefit by seeing a reduction in their insurance costs, a lowering in their deductible and a reduction in the overall anxiety many employees feel toward their health plan.

Since I understood that healthcare is paid for with company profits, these strategies could not only reduce the organization’s healthcare spend but also help solve some of the other items many companies may struggle with, like employee turnover, recruiting or increasing the 401k match. 

My clients could now use their health plan as a 
weapon to compete in their market.

When all is said and done, I was able to feel like a true partner to my clients and no longer saw myself as someone who just sold insurance. I was able to show my clients that their health plan can be used as a weapon to free trapped capital, bring goodwill to their members, and a way to gain a competitive edge in their market

I saw that my interest was aligned with my client’s best interest. I no longer wanted to win a new client just to make more money, I wanted to win new clients because I knew the impact I could make on their bottom line and for their employees. 

I realized that if we could reverse the misaligned incentives hiding in their healthcare supply chain, fix all the corporate greed tactics used by the Cartel, and address the irresponsible behaviour I saw in the industry then everyone would win. 

I would compel more employers to address this blind spot on their P&L; my clients would save money and the employees of those companies would have a substantially better health plan. I felt like I was bringing immense measurable value and that I really had an edge on my competition. 

My hope in writing this book is to pull back the curtain 
and give you actionable ways to turn a liability into an asset. 

In this book, I not only reveal all the hidden agendas, but I detail actionable insight on what you can do to take corrective action. After reading this book, you will realize that your healthcare renewal increase is optional, what to look for when seeking out advise, and how to give your employees the best healthcare plan they have ever had.

Here's The Problem:
Many Believe There Is Nothing They Can Do

Americans owe over $1 trillion in outstanding medical debt and borrowed $88 billion for out-of-pocket medical expenses last year. Medical bills are the leading cause of person bankruptcy. 72 million Americans struggle to pay medical bills... premiums and deductibles cost Americans on average 12% of their household income. Also, over 1/3 of Kickstarter campaigns are for healthcare expenses alone.

This financial burden causes extreme financial, emotional and physical stress. These stresses can cause many to miss work, under preform and lead to an overall poor work life.

Furthermore, many organization's worry about their healthcare budget and the impact it has on their bottom line. Their out of control healthcare budget can cause corporate budget uncertainty, reduced EBITDA, missed sales targets, human capital management constraints, lowered profitability, lost opportunity cost or limited expansion plans. 

Don't worry, you aren't alone with these thoughts...

the good news is... Organization's that Follow The strategies Outlined In this book can Fix All Of this.

Many believe there is nothing they can do to manage their healthcare expenses. What's worse, they surround themselves with others that reinforce this belief. The thing is, you can stop and reverse the trend of rising healthcare cost by eliminating the misaligned incentives, corporate greed and irresponsible behavior that occurs in the healthcare supply chain.

you may have the goal to tackle this problem but very few actually make any changes or possess the right perspective to know exactly what to do

The losses you take in healthcare directly impact your profitability, EBITDA, and your ability to compete. By not addressing the problem, large insurance companies, institutional consulting houses, and Pharmacy Benefit Managers will continue to manipulate your healthcare spend to their advantage.

If you ever thought that the government, health insurance carriers, pharmacy benefit managers, drug companies and the system as a whole have “fixed the market,” you’re probably right. They don’t benefit from lower costs; they are all incentivized to keep you accustomed to overpaying.

There Is A Solution!
I Want To Show You Exactly What Is Possible...
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Inside My Book, I Uncover What Most Consultants Have Ignored
Learn The Critical Opportunities Within Your Business
  • Learn why many of the strategies you have heard about defer addressing the real problem until your next renewal. This is all at the cost of your future - pg. 11
  • My most outrageous example of how one company unnecessarily overpaid for for a prescription drug - pg. 13
  • The single biggest reason why the insurance company don’t consider you as their actual client, and why that matters, and how to take back control - pg.20
  • ​Why the shop-by-spreadsheet, pick the cheapest rate workflow has caused you to ignore this P&L blindspot - pg.26
  • ​Supply chain price gouging. Why this causes the quality of healthcare diminish, and what you can do about it - pg.27
  • ​How the quote-and-hope strategy many organizations have used to buy healthcare compares to Bid Rigging, and how it enables the Cartel to overcharge you - pg.35
  • ​The 80/20 mindset. Learn why you have been conditioned to only focus on the 20% of your healthcare spend, and what you can do to control the other 80% - pg.37
  • ​How information failure has caused you to unnecessarily overspend on what should be a management expense - pg.46
  • ​The SIX key ways advisors have misdirected you away from the issues facing your organizations healthcare plan - pg.67
  • ​Learn how large consulting offices are incentivized and how that impacts the recommendations you receive - pg.68
  • ​Who is the Cartel and how they have been paid billions by ripping off millions of people and business just like yours - pg.70
  • ​Nobody is ever fired for recommending IBM, and how that impacts your healthcare decisions - pg.75
  • ​Recognize the “learned helplessness” that has gradually crept into your awareness over the last 10+ years - pg.83
  • ​Why the “free first consultation” approach will lead to you receiving poor advise from status-quo consultants - pg.88
  • ​How large consulting office grow their business and how that impacts you and your team members - pg.89
  • ​Discover the cost comparison, fill-in-the-blank formula used to understand why the premium your employee pay is so important - pg.107
  • ​How to buy healthcare from the bottom up (instead of top-down) and how this strategy can simnifically lower your costs - pg.113
  • ​The differences between price and cost, and how we can use this to make your health plan better - pg.120
  • ​Discover the #1 non-subjective measurement that is almost never discussed in healthcare and why it is the key to giving your employees the best healthcare plan they have ever had - pg.122
  • ​How to turn a rented liability into an asset you own - pg.131
  • ​A simple truth about peer level benchmarks, and why becoming the benchmark in your market is the best position for you business - pg.133
  • ​A few simple steps to increase your company’s EBITDA each and every year - pg.147
  • ​What is the “Manson’s Law of Avoidance” and how this prevents many organizations from taking action - pg.148
  • ​The financial hedging strategy that will allow your company to arbitrage risk of $40,000 - $1M, down to less than $5,000 - pg.156
  • ​The fastest way to recapture a decade or more of losses by becoming an Investor in healthcare - (and why many organizations are currently a healthcare Gambler or Speculator) - pg.161
The Author
Who Is Michael M. Adams?

Michael M. Adams is the co-founder of Workforce Consultants. For over a decade he has had uncomfortable conversations with organizations about one of their largest budget items, their healthcare plan.

He works as a consultant to employer organizations to expose the dozens of inefficiencies that have caused them to unnecessarily overpay for their healthcare plan. He then advises on solutions that specifically address these hidden opportunities.

The Author
Who Is Michael M Adams?

Michael M. Adams is the co-founder of Workforce Consultants. For over a decade he has had uncomfortable conversations with organizations about one of their largest budget items, their healthcare plan.

He works as a consultant to employer organizations to expose the dozens of inefficiencies that have caused them to unnecessarily overpay for their healthcare plan. He then advises on solutions that specifically address these hidden opportunities.

Simply Send Me Your Address...

I'd like to rush a FREE copy of my brand new book to your doorstep or office. All you have to do is cover the cost of the shipping.

These Expenses, Hiding In Every Business Are Disguised As Liabilities...
But CAN Become A Powerful Asset!

The opportunity to substantially lower your company’s healthcare costs while simultaneously improving benefits may be a new idea to you, but it doesn’t have to be just an idea.

Implementing the steps outlined in Misdirection will make it a reality, giving your organization a competitive edge in your market. Just be sure to read this before your competitor does...

And right now this book is completely FREE. All I ask is that you help me cover the postage and packaging costs which are $7.95 Domestic or $14.95 International.

My hope in writing this book is to pull back the curtain and give you actionable ways to turn a liability into an asset. Not only do we address cost but we discuss employee morale, improving company culture and how all these topics are tied together.

I can only help companies one at a time, but writing this book has allowed me to help many at once. The content this book works for organizations that are unwilling to continue to unnecessarily 􏰋􏰏􏰍􏰒􏰞􏰀􏰎health plan as a weapon against their competition. The best time to address this was ten years ago, and the second-best time is now.

But time is of the essence. There's a limited number of copies for this promotion and it takes 4 weeks to re-order another batch so this is likely the only time you'll see this page...

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