Custom Design Benefits blog

Spooky Fun & Savory Flavors at Our Annual Halloween Contest and Chili Cookoff!

Custom Design Benefits — Thu, 30 Jul 2026 17:25:18 GMT

CDB held its annual Halloween costume contest and chili cookoff on Friday, October 31. This year's celebration was nothing short of amazing! From creative costumes that brought the Halloween spirit to life, to mouthwatering chili recipes that warmed us up on a crisp fall day. Our team truly outdid themselves. Groups and individuals competed for the best Halloween costume. The creativity and effort were incredible, making the voting tougher than ever!

The competition was fierce (and flavorful) in the chili cookoff. Each pot of chili had its own unique twist, and the aroma filled the office with cozy vibes. Congratulations to our winners who brought the perfect blend of spice and taste, Maggie Laib for her red chili and Liane Reyes for her white chicken chili. Events like these remind us why our culture is so special, bringing people together for fun, laughter, and a little friendly competition.

Thank you to everyone who participated and made this day unforgettable!

Case Study: Springfield Township — Making the Switch to Self-Funding Simple

Custom Design Benefits — Thu, 30 Jul 2026 12:48:07 GMT

How Custom Design Benefits Made Saving on Health Care Seamless for Springfield Township.

At a glance:

36,000 residents; $32 million annual budget; 106 employees with medical coverage; 120 with dental; $800,000 annual savings with CDB.

Introduction

Making big health benefit plan changes can be stressful, especially when switching carriers — and even more so when you're a human resources department of one, like Springfield Township's Larry Mullins.

As HR director, Mullins secures cost-effective benefits for law enforcement, fire protection, public works, and other essential services staff that the Township's 36,000 residents depend on. So in 2014, when the Township's carrier prepared a 35% increase totaling $500,000, Mullins knew it was time to explore other options.

Exploring Self-Funding.

Mullins recalled a previous employer that switched from large-carrier insurance to self-funding with CDB. As an independent TPA — not a subsidiary of an insurance company — CDB is free to offer more tailored, flexible solutions focused solely on clients' best interests. 'You have more control with self-funding than when you're fully funded,' Mullins said.

Making the Switch.

A committee with representatives from every department researched CDB and recommended a self-funded PPO with a high deductible plan that closely resembled the previous plan; the Board of Trustees approved it unanimously. 'We kept the exact same plan design that first year, so employees didn't see a difference other than greatly improved service.' Instead of paying $500,000 more, Springfield Township saw costs drop by 19%.

Transitioning to TrueCost.

When medical costs later trended upward, the committee looked at CDB's TrueCost offering with Reference-Based Pricing — a copay-only plan using Medicare rates as a basis for payment, eliminating coinsurance and deductibles. After some initial pushback, employees quickly liked TrueCost once they realized they were paying a 70% reduced out-of-pocket cost.

Six Years of Results.

From 2013 to 2021 CDB kept the trend at 16.5%, versus the 15-20% annual increases common with large carriers. 'We're around $800,000 lower on an annual basis than we would have been had we stayed fully funded,' Mullins said. 'They're not only an administrator. They give us advice, share information, and answer questions from our employees.'

What Healthcare Trends Will Impact Employer-Sponsored Health Plans in 2026?

Amanda Guinan — Thu, 30 Jul 2026 12:47:09 GMT

Employer-sponsored healthcare continues to face relentless cost pressure, and 2026 will be no different. Across the market, employers are confronting higher renewal increases, growing utilization, and more complex benefit decisions, all while trying to attract and retain talent.

With more than thirty years in the industry, I’ve seen one constant remain true: employers that take a proactive, data-informed approach to plan strategy are far better positioned to control costs and deliver meaningful benefits to employees.

As we look ahead to 2026, these are the key healthcare trends employers should be watching as they plan for the year.

1. Doing Nothing Is No Longer an Option for Cost Control

For many employers, annual healthcare cost increases of 7–10% have become the baseline before accounting for new therapies, higher utilization, or workforce growth. Simply renewing the same plan year over year often guarantees rising costs without improving outcomes.

In 2026, successful employers will move away from “set it and forget it” renewals and toward more intentional strategies that focus on identifying true cost drivers within their plan, aligning plan design with how employees actually use care, and making targeted changes that address high-impact areas rather than broad cost-shifting.

Cost containment today isn’t about cutting benefits, it’s about designing smarter plans that reduce waste while preserving access to high-quality care.

2. Data-Driven Decision-Making Becomes Essential

Employers have more healthcare data available than ever, but access alone doesn’t drive results. The real value comes from translating data into action.

In 2026, employers will place greater emphasis on aggregating medical and pharmacy data to see the full picture of plan performance, using insights to identify emerging risks before they become catastrophic claims, and partnering with advisors who can help interpret data and guide strategy, not just report on it.

Healthcare strategy has become too complex for HR teams to manage in isolation. Employers that pair strong data with experienced partners will be better equipped to make confident, cost-effective decisions.

3. Pharmacy Costs Remain a Major Pressure Point

Prescription drugs, particularly specialty medications, continue to be one of the fastest-growing components of healthcare spend. New therapies, expanding indications, and rising utilization are pushing pharmacy costs higher each year.

Looking ahead in 2026, employers will increasingly focus on more rigorous pharmacy cost management strategies, evaluating how formulary design and utilization patterns impact overall spend, and ensuring pharmacy strategies align with both cost control and appropriate clinical care.

Rather than wholesale disruption of pharmacy arrangements, many employers are looking for practical, sustainable approaches that improve oversight, reduce unnecessary spend, and support members who rely on these medications.

4. Early Intervention and Care Navigation Reduce Long-Term Costs

One of the most significant drivers of high-cost claims is delayed care. As deductibles rise and healthcare becomes more complex, employees often postpone treatment until conditions become severe, leading to worse outcomes and higher costs.

In 2026, employers are prioritizing easier access to primary care and preventive services, clear guidance that helps employees navigate where and how to receive care, and support models that intervene early, especially for chronic and high-risk conditions.

When employees understand how to use their benefits effectively — and feel supported in doing so — both health outcomes and plan performance improve.

5. Employee Experience Remains Central to Benefits Strategy

Even as cost pressures mount, employee expectations continue to rise. Benefits are no longer viewed as a back-office function; they play a critical role in recruitment, retention, and engagement.

Red Flags & Green Flags: How to Know If Your TPA & Carrier Are The One

Alan Abouhassan — Thu, 30 Jul 2026 12:44:23 GMT

I’ve been happily married for years, with kids who are very quick to point out my flaws. If you ask my wife, she identified my red flags and green flags early, probably more accurately than I’d like to admit.

That experience has taught me something important. Whether it’s a marriage or a business partnership, long-term success depends less on first impressions and more on alignment, transparency, and how problems are handled when things get hard.

Choosing a Third-Party Administrator is no different.

At first, everything can look great on paper. The presentation is polished. The pricing seems competitive. The promises sound reassuring. But once claims spike, members are frustrated, or stop-loss reimbursements matter, you quickly find out whether your TPA is truly aligned or just good at the pitch.

With Valentine’s Day around the corner, it felt like a good time to talk about the red flags (indicators of bad behaviors) and green flags (indicators of good behaviors) that help brokers and employers avoid frustration and build TPA and carrier relationships that actually last.

Who This Is For

This perspective is for employee benefits brokers, employers with self-funded or level-funded plans, and advisors who take fiduciary responsibility seriously.

If you’ve ever paused and wondered, “Is our TPA and/or carrier really working in our best interest?” you’re not alone.

Red Flags: Signs Your TPA Might Not Be a Healthy Relationship

“Trust Us” Instead of Transparency

If a TPA can’t clearly explain how claims are repriced, where fees are earned, how PBM rebates are handled, or which vendors are involved and why, that’s not sophistication. It’s opacity.

In my experience, transparency shouldn’t require repeated follow-ups or technical deflection. When answers are consistently vague, it often points to misaligned incentives.

Little to No Claims Oversight

Automation plays an important role in claims processing, but automation without oversight creates risk.

Red flags include relying entirely on network repricing, reviewing large claims only after payment, or minimizing the importance of audits. Strong TPAs actively review high-dollar claims before payment and treat claims accuracy as a core responsibility, not a checkbox.

Weak or Reactive Member Support

If members face long wait times, inconsistent answers, or minimal help with balance billing or No Surprises Act issues, the problem eventually lands on the employer or broker.

When members are stressed or confused, they don’t need scripted responses. They need advocacy. A lack of support here damages trust faster than almost anything else.

One-Size-Fits-All Plan Design

A TPA that pushes the same network or plan structure for every client is prioritizing efficiency over outcomes.

If there’s little discussion around plan design, alternative pricing strategies, or workforce-specific considerations, that’s a warning sign. Every group is different, and effective administration reflects that.

Unclear Accountability or Leadership Turnover

Frequent leadership changes, outsourced core functions, or unclear escalation paths introduce instability.

If it’s not obvious who owns decisions, who is accountable when issues arise, or who is advocating internally for your plan, you’re exposed to unnecessary risk in a fiduciary environment.

Green Flags: Signs You’ve Found a TPA and Carrier Worth Committing To

Clear, Consistent Transparency

Strong TPAs and carriers explain how claims, pharmacy, and vendor relationships actually work. They provide understandable reporting, pass through rebates appropriately, and communicate honestly about what’s working and what isn’t.

That kind of openness builds trust long before problems surface.

Proactive Claims and Cost Management

Green-flag TPAs and carriers actively protect plan assets. They audit high-dollar claims before payment, support fair market and reference-based pricing strategies, negotiate claims when appropriate, and work to maximize stop-loss reimbursements.

Cost control isn’t a slogan. It’s an operational discipline.

Member Advocacy That Shows Up

The best TPAs treat member experience as fundamental to plan success.

They provide real-time claims support, help members navigate care decisions, advocate with providers, and assist with balance billing and compliance-related issues. When members feel supported, employers and brokers gain confidence in the plan.

Strategic, Not Transactional, Partnerships

High-performing TPAs and carriers collaborate on plan design, integrate effectively with PBMs, DPC arrangements, care management partners, and reporting platforms, and adjust strategies as employer needs evolve.

They don’t just administer benefits. They help guide better decisions.

Stable Leadership and Clear Ownership

Healthy TPAs and carriers demonstrate leadership continuity, dedicated account management, and defined escalation paths.

There’s clarity around responsibility, communication, and outcomes. Over time, that stability makes a measurable difference.

How to Protect Yourself Before Committing

Before entering or renewing a TPA or carrier relationship, it’s worth asking a few straightforward questions.

How are claims audited and protected?
Where does every dollar flow?
How are members supported when issues arise?
Who is accountable when results fall short?

Clear answers now prevent difficult conversations later.

Final Thought

A strong TPA and carrier relationship doesn’t rely on charm. It relies on trust, transparency, responsiveness, and alignment.

My wife was right about my red flags and green flags, and she’d be the first to tell you that ignoring them early would have caused problems later.

The same applies here. In healthcare, just like in life, the right partner makes everything work better.

Don’t ignore the red flags. Find the green ones with CDB. Get in touch today.

The Conversations Aren't New. But They're Getting Louder.

Cory Thum — Thu, 30 Jul 2026 12:43:24 GMT

I sat down to write a blog highlighting the hot topics from the conferences I attended in Q1. The sessions. The panels. The conversations in between.

But when I actually stopped to reflect, I realized something. None of the topics were really new.

What’s changed is how often they’re coming up and how direct people are being about them.

The same themes kept showing up in different rooms, with different groups, in slightly different ways. And they’re the same things I’m hearing every day when I’m sitting across the table from employers and brokers.

Employers Are Asking Better Questions

One thing that stood out this quarter is how much more engaged employers are.

They’re not just renewing plans and hoping for the best. They’re asking how their plan is structured. They want to understand where the money is going. They’re questioning whether the traditional model is really working for them anymore.

That’s not a small shift.

A few years ago, those conversations were harder to get into. Now they’re happening earlier and with more urgency.

There’s a sense that the current path isn’t sustainable, and employers are starting to look for something different.

Pricing Still Doesn’t Make Sense to Most People

Another theme that kept coming up is pricing. Or more accurately, the lack of clarity around it.

Most employers know healthcare is expensive. What they don’t always realize is how inconsistent it is. The same procedure can vary widely in cost depending on where it’s performed, and that’s not something most plans make visible.

When that clicks, it changes the conversation pretty quickly.

It shifts from “healthcare is just expensive” to “there might be a better way to approach this.”

Providers Are More Open Than People Think

This is something I don’t think gets talked about enough.

There’s a perception that providers won’t move or won’t engage in anything outside of traditional arrangements. That hasn’t been my experience.

More providers are open to having different types of conversations. They’re willing to look at new approaches that create more consistency and transparency, especially when there’s a clear structure behind it.

That doesn’t mean it’s simple. But it does mean the door is open more often than people assume.

Brokers Are Carrying More of the Weight

If there’s one group that came up in almost every conversation, it’s brokers.

The role they’re playing right now is bigger than it’s ever been. They’re not just presenting options. They’re helping employers think through risk, employee impact, and long-term strategy.

And with that comes pressure.

Any shift in strategy reflects back on them. So trust matters. Clarity matters. Having a partner who can support both the employer and the broker matters. Without that alignment, even the best ideas tend to stall out.

It’s Not Just About Savings

Savings still gets attention. It always will.

But what I’m hearing more often is a broader set of concerns. Employers are thinking about how changes will affect their employees. They’re thinking about how much complexity their HR team can handle. They’re thinking about whether a strategy will hold up over time.

Those factors carry just as much weight as the numbers.

Decisions are being made based on confidence, not just projections.

This Is a Longer-Term Conversation

One thing that doesn’t get said enough at conferences is that most of this doesn’t happen overnight.

Moving to a different model, whether that’s self-funding or something more advanced, takes time. It takes alignment across leadership. It takes a plan that goes beyond a single renewal cycle.

The employers who are having the most success are thinking about this as a multi-year strategy, not a one-year decision.

What I Took Away from Q1

If I had to sum it up, I’d say this: the conversations aren’t new. But they’re getting louder.

Employers want more control. Brokers are being asked to guide more complex decisions. Providers are more open than people think.

What’s still getting in the way isn’t just cost. It’s confidence. It’s alignment. It’s making sure everyone involved understands how the strategy works and feels comfortable standing behind it.

That’s where the real work is.

Let’s Keep the Conversation Going

If you want the detailed conference recap, I’m happy to share what I saw and who I connected with.

But if you’re hearing some of these same things and trying to figure out what they actually mean for your plan, that’s a conversation I’m always open to having.

Reach out. Let’s talk.

A Personal Reflection on a New Chapter for Custom Design Benefits

Julie Mueller, CEO — Thu, 30 Jul 2026 12:42:47 GMT

There are certain moments in business that invite you to pause for a minute and reflect on how far you’ve come, the people who helped you get there, and the responsibility that comes with leading what comes next.

For me, this is one of those moments.

I’m proud to share that I have completed the process of making Custom Design Benefits fully privately owned under my leadership.

While this is certainly an exciting milestone professionally, what stands out to me most is the sense of gratitude I feel toward the people who helped shape this company over the years.

Custom Design Benefits was founded in 1991 with a vision for a more thoughtful, responsive approach to benefits administration. Long before I joined the organization, there was already a strong foundation built around service, relationships, and doing right by clients and members. Over time, that foundation continued to grow through the commitment of employees, partners, and leaders who cared deeply about the work and the people behind it.

I joined CDB in 2003 after spending much of my career in the healthcare and benefits industry. Even then, it was clear this organization was different. There was a level of personal investment in clients and broker partnerships that you do not always see in this space. People here genuinely cared about solving problems, being accessible, and building long-term trust.

That culture remains one of the things I value most about this company today.

Over the last decade, I’ve had the privilege of serving as CEO during a period of meaningful growth and evolution for CDB. We’ve expanded capabilities, strengthened partnerships, welcomed new talent, and continued adapting to the changing needs of employers and members. Through all of it, I’ve remained incredibly proud of how our team continues to show up for the people who rely on us.

This transition also gives me an opportunity to recognize the support and partnership of my previous partners. Their confidence in our leadership team and in the future of CDB helped position the organization for long-term success. I’m sincerely grateful for what we accomplished together and for the trust they placed in me throughout this process.

As we move forward, I want our clients, broker partners, and employees to know something very clearly: our commitment remains the same.

The same leadership team is in place. The same values continue to guide our decisions. The same focus on partnership, responsiveness, and customized solutions remains at the center of our work.

What excites me most about this next chapter is the opportunity to continue investing in the future of CDB while staying grounded in the principles that built the company in the first place.

Healthcare and benefits administration continue to evolve quickly. Employers are asking harder questions. Brokers are looking for partners who can help them navigate complexity with confidence. Members expect better experiences and greater transparency. Those expectations challenge us to keep learning, improving, and thinking differently about how we serve.

I welcome that challenge.

CDB has never aimed to be the biggest organization in the room. We’ve focused on being the most trusted one. That mindset will continue to shape how we grow, how we innovate, and how we support the people who place their confidence in us every day.

To our employees, thank you for your dedication and care.

To our broker partners and clients, thank you for your trust.

And to everyone who has been part of the CDB story over the years, thank you for helping build a company worth believing in.

I’m incredibly optimistic about where we’re headed next.

Squashing the Bad Press Around RBP (Reference-Based Pricing)

Julie Mueller, CEO — Thu, 30 Jul 2026 12:41:13 GMT

Throughout my career, I’ve had countless conversations with employers who felt trapped by rising healthcare costs and frustrated by how difficult it was to get clear answers about where their healthcare dollars were going.

For many of them, the challenge wasn’t just the cost itself. It was the lack of transparency, predictability, and long-term stability surrounding healthcare decisions that impacted both their businesses and their employees.

That frustration is part of what led us to launch TrueCost in 2012. At the time, Reference-Based Pricing (RBP) was considered cutting edge, especially here in the Midwest.

The reaction was strong. Hospitals pushed back. Carrier-owned PPO networks defended traditional models. Headlines focused on controversy instead of the growing pressure employers were under to find sustainable solutions.

Looking back, I believe employers were asking the right questions all along.

Employers Wanted More Visibility Into Healthcare Costs

When we introduced TrueCost, employers throughout Ohio, Kentucky, and Indiana were facing annual increases that felt impossible to control. At the same time, many had very little visibility into how healthcare prices were determined or why costs varied so dramatically between providers.

Traditional PPO discounts often looked impressive on paper, but employers were beginning to realize those discounts were frequently tied to inflated billed charges.

We believed there had to be a better way.

Our approach centered on Medicare-referenced pricing because Medicare reimbursement methodologies already provided a widely accepted framework tied to documented costs and geographic considerations.

For employers, that created a more transparent and predictable reimbursement structure. For employees, it simplified many of the frustrations that came with navigating complicated network arrangements and rising out-of-pocket costs.

Most importantly, it gave employers a way to think more strategically about long-term sustainability instead of simply reacting to annual renewals.

Experience Has Shaped Our Perspective

When we launched TrueCost in 2012, we knew we were challenging long-standing assumptions within the healthcare industry. We also understood that meaningful change rarely happens without resistance.

What kept us moving forward was the belief that employers deserved better options and stronger support than they had been receiving from the traditional system.

Over the years, the industry has learned an important lesson about RBP: reimbursement methodology alone does not determine success.

Successful plans require experienced administration, strong member advocacy, provider communication, and employer education. Employees need guidance and support throughout the process, especially when navigating a different healthcare experience.

That understanding shaped how we evolved TrueCost over time and it has grown well beyond the Midwest market to include members across the country.

We invested heavily in member advocacy and patient support because we recognized early that employers were placing a tremendous amount of trust in us. Healthcare decisions affect real people, real families, and real financial pressures. That responsibility has always mattered deeply to our team.

Building Stronger Partnerships

As the market evolved, so did our approach.

In 2015, we expanded our strategy through direct provider contracting relationships designed to create stronger alignment between employers and health systems.

Those partnerships helped improve the experience for everyone involved. Employers gained greater cost stability and predictability. Providers benefited from clearer reimbursement structures and more direct relationships. Employees experienced richer plan designs and lower out-of-pocket exposure.
One thing I’ve learned over the years is that healthcare decisions are never purely financial decisions. Behind every reimbursement discussion are employees and families trying to access care with confidence and peace of mind.

That perspective continues to guide how we approach innovation today.

Why Regional Experience Matters

Healthcare is local, especially in states like Ohio, Kentucky, and Indiana where provider dynamics and health system consolidation continue to shape the marketplace. We understand the provider landscape. We understand the concerns employees may have. And we understand how important communication becomes during periods of change.

Over the past decade, we’ve built relationships, refined processes, and gained firsthand experience helping employers navigate the realities of RBP throughout this region. And we’re proud to say that it has grown to include employers and members in almost all fifty states.

Because, while our culture is defined by our region, our strategies are not limited by it. The need for stronger alignment with providers isn’t strictly a Midwest issue. It applies to organizations across the U.S. Today, those organizations are not looking for disruption simply for the sake of being different. They are looking for trusted partners who can help them create long-term sustainability while continuing to offer meaningful benefits to their workforce.

Looking Ahead

The conversation around Reference-Based Pricing has matured significantly since 2012.

Today, employers are asking smarter and more thoughtful questions:

• Who provides strong member advocacy?
• Who understands the local market?
• Who has experience managing these plans over time?
• Who will support employees when challenges arise?

Those are exactly the right questions to ask.

I remain optimistic about where healthcare is headed because employers are demanding greater transparency, accountability, and partnership than they were ten years ago. They want advisors who will help them think strategically and support them through change instead of simply renewing the status quo year after year.

At Custom Design Benefits, that commitment continues to guide the work we do every day.

The Importance of Charitable Giving in Strengthening Company Culture

Julie Mueller, CEO — Thu, 30 Jul 2026 12:39:03 GMT

As the CEO of a women-owned company based in Cincinnati, Ohio, I'm deeply proud of the culture we've built at Custom Design Benefits. This time of year, many organizations prioritize charitable giving, which is a wonderful thing. It feels like the perfect time of year, therefore, to talk about how charitable giving strengthens company culture.

For CDB, our commitment to community involvement isn't simply a holiday tradition — it's a core value that shapes how we lead, how we serve our clients, and how we work together as a team. Philanthropy strengthens our identity and reinforces the purpose-driven approach that sets us apart in the healthcare and benefits space.

Why charitable giving matters to me as a leader:

Helping communities in need reflects the leadership principles that guide me and the values I want to see across our organization.

I believe community responsibility is part of ethical leadership, especially in a trust-heavy industry like healthcare benefits.
Supporting others through service aligns with our collaborative, people-first approach.
Giving back keeps our organization grounded and aligned, reminding us that meaningful work extends beyond daily operations.

How it strengthens the CDB team:

Our charitable partnerships bring our team together in ways that strengthen culture, communication, and purpose.

Throughout the year, we raise funds for four of our nonprofit clients, culminating in our Silent Auction at our annual Customer Conference.
- Talbert House
- Ohio Valley Goodwill
- OneQuest Health (formerly CHNK Behavioral Health)
- People Working Cooperatively
Our annual food drive supporting Matthew 25: Ministries brings the entire team together to meet urgent community needs here in Greater Cincinnati.
These initiatives deepen internal connection, strengthen engagement, and give employees visible proof that their work contributes to something meaningful.
Over the years, our fundraising efforts have generated significant support for these organizations, demonstrating what a committed team can accomplish together.

How it shapes the way we do business:

Generosity doesn't just define our culture, it influences the way we operate and the service we provide.

A culture rooted in empathy translates into stronger relationships with our clients, partners, and community.
Working closely with nonprofit organizations gives us valuable insight into mission-driven priorities, operational pressures, and the human impact behind every benefits decision.
When employees feel connected to a meaningful purpose, it shows in the quality of their work, their collaboration, and their commitment to delivering exceptional service.

A culture built on purpose:

charitable giving is woven into who we are at CDB.

It reinforces our identity as a values-driven company.
It builds trust—internally and externally—by demonstrating that our actions align with our mission.
It ensures that as we continue to grow, generosity and purpose remain central to how we lead, work, and serve.

At Custom Design Benefits, our culture is one of our strongest differentiators. Supporting our community is one of the ways we protect it.

Celebrating the Holidays at Custom Design Benefits!

Custom Design Benefits — Thu, 30 Jul 2026 12:38:23 GMT

The week of December 15 was full of festive cheer and team spirit at Custom Design Benefits! We kicked things off with a cube decorating contest, where creativity truly shined as workspaces transformed into winter wonderlands. Next came Ugly Sweater Day, and our team didn't hold back — from classic holiday patterns to hilariously over-the-top designs, it was a day full of laughs and photo ops. We also enjoyed a lively happy hour, giving everyone a chance to relax, connect, and toast to a great year. And to wrap up the week, we gathered for a delicious holiday lunch, sharing good food and even better company. And the highlight? A surprise visit from Santa himself! He brought smiles, holiday magic, and plenty of photo opportunities for the team. Thank you to everyone who participated and made this week so special. Here's to carrying this joy and camaraderie into the new year!

Julie Mueller Named to 2025 Ohio 500

Custom Design Benefits — Thu, 30 Jul 2026 12:37:56 GMT

We are incredibly proud to share that Julie Mueller, President & CEO of Custom Design Benefits, has been named one of Ohio Business Magazine's prestigious Ohio 500 — a celebration of the state's most powerful and influential leaders. As the driving force behind CDB since 2003, Julie has redefined what a Third-Party Administrator can achieve. Her leadership has guided the development of many innovative cost containment solutions for employee benefits, including TrueCost and TrueCost Rx. Julie's selection to the Ohio 500 highlights her impactful leadership, industry innovation, and deep commitment to serving businesses and communities across Ohio. Please join us in celebrating this outstanding recognition of a visionary leader who continues to raise the bar for health care benefits in our region!