You’ve held many leadership roles within Cigna Healthcare, most recently within International Health as Global Health Benefits (GHB) CEO, responsible for leading the Americas and Europe’s Global Employer Health businesses. The two regions were brought together as GHB earlier this year. Can you tell us about the new organisation? 

I have been with Cigna for more than 25 years. In late 2023, I took on an expanded role when we integrated our Global Employer Health (GEH) businesses in Europe and the Americas and formed a combined Global Health Benefits (GHB) business, an integration that affirms our commitment to health and health services in targeted global geographies. 

As GHB CEO, I have the privilege of working with the finest talent in the industry. In addition to deep talent and expertise, our Americas and Europe GHB regions share many commonalities: we target similar clients and globally mobile populations, interact with many of the same global brokerages, and address common customer needs. 

Our new GHB structure also enables us to accelerate growth by combining talent and leveraging best practices with local expertise, allowing us to continue to drive profitable growth and maintain our market leadership.

You’ve spent your career in healthcare and led within the global space since late 2023. Can you tell us how global healthcare has changed and adapted in that time?

How we think about healthcare has fundamentally changed, evolving from sick care to whole-person health and vitality. The dramatically increased demand for telehealth during the pandemic ushered in an age of technological transformation and a steady demand for simplification and in-the-palm-of-your-hand care. At the same time, the global workforce is increasingly now looking to their employers to be there for them at the moments that matter and looking for them to provide robust, inclusive healthcare coverage and wellbeing programmes. 

Employee wellbeing is now a strategic imperative for employers, one that impacts the bottom line. This means fostering a positive culture that provides support during critical healthcare moments and that recognises the interconnectedness of physical, mental, and social health. In fact, for many, the workplace has become the social nucleus of their lives. This is particularly relevant as we see a post-pandemic return to the office, with our recent Global Vitality Study results showing that those who work in person or in hybrid work environments report higher levels of job satisfaction – and have higher vitality – than those who are fully remote. The power of social connection simply can’t be overstated when it comes to overall wellbeing.

How we think about healthcare has fundamentally changed, evolving from sick care to whole-person health and vitality

Against this backdrop, our global clients need a partner who is there for them whenever and wherever they need us. We have seen multiple trends combining to drive increased demand for private health insurance and health services globally. Over time, we know this will be intensified by an ageing global population – which comes with a greater prevalence of chronic diseases and higher health demands – and a growing middle class with more disposable income. 

On the other hand, we also see a combination of trends that will drive transformation in health systems worldwide and change how we deliver healthcare. Technological advances, combined with healthcare innovation and customer personalisation preferences, are creating huge opportunities for those who embrace change. The pandemic underscored the need for adaptable healthcare solutions. That’s why we have continued to invest heavily in our digital capabilities and technology, bringing healthcare directly to people, personalising their care, and evolving alongside their ever-changing needs.

Talking about health equity, there have been a lot of reports in recent months around the gender health gap. Why should employers have a vested interest in addressing and supporting health equity and how can they help advance this in the workplace?  

We discuss diversity, equity, and inclusion in the workplace, and creating an environment where all can thrive. True equality is acknowledging and addressing the unique health challenges faced by women. When it comes to the gender health gap, we know that women are disproportionately affected in the areas of mental health, fertility and family building, and menopause.

Take mental health, for example. We know from our studies that women are more likely than men to suffer from anxiety, burnout, and stress caused by the current state of the world. This isn’t just a statistic; it’s a call to action. Mental health is crucial for overall vitality, but women are consistently scoring lower than men in this area, especially when it comes to emotional and financial wellbeing. We must acknowledge that women are often carrying a heavier mental load, and that takes a toll.

Then there are the conversations many still shy away from such as fertility, family building, and menopause. These aspects of our health are often shrouded in secrecy and shame. Too many women feel that they must suffer in silence, worried about the impact on their careers if they speak up. Personally, I can’t forget the anticipation of presenting to a room full of people and worrying about whether I’d have a hot flash and break into a sweat mid-presentation. The worry was even greater when I was presenting to a room full of men as they wouldn’t understand what I was going through and would probably have cringed at the mention of it. 

We’ve made strides since then, with the conversation starting to be normalised and employers increasingly considering not just menopause care, but whole-person health, including family forming and all stages of a person’s fertility journey. This means providing comprehensive health and wellbeing programmes that address the specific needs of women and whole-person health. It includes fostering a culture of openness and understanding where women feel comfortable discussing their health needs without fear, judgement or reprisal, and challenging the stigma surrounding women’s health issues through education and awareness initiatives. 

The use of machine learning and artificial intelligence (AI) has become increasingly important for the industry. How is Cigna using it to benefit customers and its own business? 

As the move toward digital continues to accelerate and AI is increasingly incorporated into our lives, Cigna Healthcare is leveraging machine learning in innovative ways to help support our customers’ health and vitality. 

Our patent-pending claims-processing solution is a great example. It leverages AI and machine learning to extract information from invoices and claim forms and structure it into actionable insights. Not only is it being used to deliver faster claims processing with higher accuracy, improved claims data quality and an improved claims-processing experience, it’s enabling a deeper level of customer care. We are excited to be expanding the solution, with teams finalising plans for bringing it to Europe in 2025.

How has Cigna used other new technology to assist clients, and what innovations do you think are next? 

We are continuing to drive innovation in the market. Our claims-processing solution is just one example. Our Global Payment Innovation is working to develop a debit-card-like solution to enhance the customer experience at the point of service. Our Guided Health Advisor product, with personalised questions inclusive of diversity, equity and inclusion and mental health-related topics, reinforces our goal of providing support and guidance to customers at key actionable points in their life and health to promote optimal health outcomes and support their vitality. 

Turning to the customer digital experience, we have a refreshed strategy and multi-year roadmap that recognises the clear opportunity to further enhance our customer platform to meet evolving customer needs. And as we work to continuously enhance and simplify access care, customers will soon have the option to add their digital ID card to their Apple wallets. We are also investing in a new clinical platform which will help us to increase case management reach and engagement, leading to improved total medical cost savings through predictive models, the addition of social workers and dieticians, and expanded medical director reviews. 

And we continue to innovate our client reporting to provide deeper actionable insights by adding content that drives a deeper understanding of current utilisation patterns.

We are also exploring innovative partnerships to ensure that we’re addressing and inclusive of the many diverse employee needs that expand far beyond those I have mentioned here.

You have a global network of partnerships around the world – with hospitals, healthcare professionals etc. How vital are those relationships, and can you share insights into the solutions that employers can offer to support the vitality of globally mobile employees? 

Our more than 60 years of experience in the global space and presence in more than 200 countries and jurisdictions, coupled with a deep network of more than 1.7 million providers, ensures that Global Health Benefits operates seamlessly throughout the world. 

Together with our partners, we work to make every service experience easy and reliable – in ways that our clients and customers find proactive, personal and empathetic. Our teams are trained to appreciate cultural and regional differences and help our customers understand and maximise their global plan benefits.

When it comes to employee vitality, it’s critically important that employers offer not only comprehensive healthcare cover with a deep provider network but also wellbeing benefits that help employees live a healthier life. More than half of all employees surveyed on our Global Vitality Study indicated that they wish they had more support from their employer to live a healthier life, and almost two-thirds indicated that a private health insurance plan is their top preference in a robust health and wellbeing programme. Employees said that mental health support, wellness programmes and gym membership are aspects of a health and wellbeing programme that are most important to them. Employers can help support the vitality of their globally mobile employees by ensuring that they offer programmes such 
as these. 

What’s next for Cigna Global Health Benefits? 

Our combined Global Employer Health businesses will continue to leverage shared strengths and synergies, and we will continue to deepen our focus on enhancing customer, client, and broker experiences while differentiating our market offering. 

As global healthcare systems and delivery methods evolve in line with macro trends such as an ageing population with more chronic diseases, a growing affluent middle class, and the significant challenge of healthcare cost inflation, our continued focus on innovation will be key to responding to market trends. And while we are an established leader in our foundational business, the Global Employer Health segment, we are also focused on exploring new markets and customers to serve while growing our existing market presence to best meet the needs of changing globally mobile populations. 

It is an exciting time to be in healthcare. We have an incredible opportunity to positively impact the health and vitality of a global population.