Big Changes for 2025–2026 Healthcare Enrollment — What You Need to Know

As the upcoming Annual Enrollment Period approaches, big changes are on the horizon for both Medicare and ACA Marketplace plans. Whether you’re a senior evaluating your Medicare coverage or an individual relying on ACA subsidies, this year’s decisions could have a major impact on your health and finances.

⚠️ Original Medicare Vs Medicare Advantage.  Which is better? 

Recent reports in, 2025 show approximately 34.1 Million Medicare beneficiaries, or 54% of the 62.8 million people on Medicare A & B are in Medicare Advantage plans. Many of these don’t understand or know the difference between Original Medicare and Medicare Advantage (MA), yet the distinctions are substantial.

Medicare Advantage was codified by Congress in the Balanced Budget Act of 1997 as a cost saving measure for Medicare. When you enroll in Medicare Advantage (MA), Medicare transfers all responsibility for your care to private insurance. Medicare then pays that private insurance company a fixed monthly amount to manage your medical care. The MA then in exchange assumes full responsibility to cover all costs associated with your care. This fundamentally alters how providers are paid, and places insurer oversight over your care and dramatically changes the dynamic between patients, providers, and payers. Because of this, some providers opt out of Medicare Advantage. Original Medicare, by contrast pays providers directly when Medicare approved services are rendered. This gives providers more freedom and less restrictions when developing treatment plans as long as they follow Medicare-approved guidelines.

MA plans have faced scrutiny in recent years for strict preauthorization requirements for treatment which have led to delays, denials, and a burdensome appeals process. Some MA plans have also been found inflating patient diagnoses codes in billing to secure higher compensation from Medicare. Talks between regulators and industry leaders earlier this year, yielded an agreement in which insurers will work to ease preauthorization requirements which they know will raise operating costs. In response, the Centers for Medicare & Medicaid Services (CMS) approved a monthly compensation increase to insurers. But industry experts warn the increased costs for services will likely be passed on to members through increased copays, coinsurance and premiums. They also expect insurers to reduce or eliminate popular perks that have historically aided MA enrollment such as dental, vision, and gym memberships.  These changes could prompt many beneficiaries to reconsider a switch back to Original Medicare, which offers nationwide provider access without network restrictions, few preauthorization hurdles, and the option to pair with Medigap for very low and predictable out-of-pocket costs.

This year’s enrollment window is a perfect opportunity to reevaluate coverage and explore whether Original Medicare might offer better protection and peace of mind.

💸 ACA Plans: Subsidy Rollback Ahead

For those enrolled in ACA Marketplace plans, 2026 is expected to bring serious sticker shock. Enhanced subsidies are set to expire, meaning premiums could rise by as much as 75%. Currently, 92% of ACA enrollees receive subsidies that cap premiums at 8.5% of income, even for higher earners. Without these supports, many may be forced to drop coverage or seek alternatives.

One such alternative gaining traction is health sharing plans. While not traditional insurance, these plans offer lower monthly costs and have appealed to healthy individuals looking for budget-friendly options. However, they come with limitations and may not offer the same protections as ACA-compliant plans.

🧠 Need Help Navigating Your Options?

At InsuranceSmart, we specialize in helping Texans make informed decisions about their health coverage. With over 20 years of experience in Medicare, health, life, and long-term care insurance, we’re here to guide you through every step—from comparing plans to understanding your benefits.

Whether you’re considering a switch to Original Medicare or exploring ACA alternatives, we offer free consultations and personalized support to help you get the coverage that fits your needs and budget.

📞 Call us today at 210-972-9035 🌐Visit InsuranceSmart to learn more or schedule your free consultation  www.GetInsuranceSmart.Com

by Mike Sosso

Healthcare As We Once Knew it is Dead

The healthcare landscape has changed over the last 20-25 years.  Primary care physicians used to manage overall patient care, coordinating with specialists for care that was outside their training and expertise.  Now, it seems that the primary care physician sees the patient a few times a year and might even request labs or perform a well-exam.  These exams have been greatly watered down over the years due to government red tape, ill advice from the U.S Preventive Services Task Force and declining reimbursement.  What used to be a true 40-minute history and physical has become a 10-to-15-minute checklist of things that the patient’s insurance company will likely reimburse the physician for providing.  The list of what won’t be done is longer than the list of things that will be done.  For specialty care, I notice that patients are increasingly arranging for care on their own, which often leaves the primary care physician out of the loop.

Primary care physicians used to have a trusted network of specialists to whom they could refer for evaluation and management of concerns outside of the primary care physician’s scope of practice.  A simple phone call once served as an introductory transfer of the patient from primary to specialty care.  Progress notes and polite thank you notes followed upon returning the patient to the primary care setting.  Today, insurance regulations and paperwork have become the primary focus, while the actual diagnosis and treatment of the condition(s) have become a distant secondary focus.  Medicare starts something and commercial insurers follow their lead, whether the policy is beneficial or harmful to their beneficiaries.

Referrals can be difficult to obtain, even for large academic medical centers.  In certain instances, the return of the patient to the primary care setting is delayed or halted altogether, with the specialist’s employer or accountable care organization assuming the role of the primary care physician.  Communication between offices has become something of a nightmare due to absent consultation notes in the patient’s chart.  In years past, referrals could be arranged quickly and easily.  The tides have changed over the last 20-25 years, with referrals becoming increasingly more difficult to obtain.  Due to insurance participation/non-participation, arranging referrals may take quite a while, and the patient’s condition might have worsened during the waiting period.

It is the author’s belief that the healthcare system is still recovering from the COVID-19 pandemic.  Preventive care was delayed to re-focus on the medically complex.  Patients who were not taking an active role in their care are now of higher acuity and require more resources to return to a more optimal state of functioning.  Referrals to specialists in large healthcare systems are still being impacted to due continued care for those medically complex patients who never fully recovered during the pandemic.

Referrals can be hard to come by, even in large cities with more than one major healthcare system.  Timeframes to obtain referrals varied for the author: 2 weeks for urology; 2 months for otolaryngology; 4-6 months for pulmonary evaluation after 1 round of COVID-19 and three rounds of pneumonia; 9-12 months for cardiology; and 24-36 months for a routine colonoscopy with gastroenterology.  For three of the above referral requests, the author was told there just weren’t enough good providers in San Antonio to see all the patients.  That waters down the prospects of finding a great provider to treat one’s medical conditions.

Is this the best we can do?  Is the status quo good enough?  While I share the same sentiment as my cardiologist and pulmonologist, “Healthcare as we once knew it is dead,” I say that we can do better, and the status quo isn’t something we should brag about.  While I’m grateful for the providers on my care team, I am disappointed that the healthcare system has changed for the worse.  I see patients being treated like numbers rather than human beings, band-aids being applied until the next care episode arrives, less emphasis on preventive care and fewer people taking part in their own care plans.  Will healthcare return to the glory days of 20-25 years ago?  Probably not.  However, I believe that if enough patients and providers start protesting the state of the current system, we could return to a better state within the next 5-7 years.

By Scott J. Grandjean, LFACHE

 

Flood Relief! Confluunt Advisors & Ark of Highland Lakes Support the Texas Flood Victims

FLOOD RELIEF! Our friends at Confluunt Advisors are inviting our HLSA community to join them in their support of Ark of Highland Lakes  as they in turn rally to provide relief to the flood victims of Marble Falls, Burnett and the surrounding areas. Confluunt Advisors has provided both volunteers and material support in the form of $1,000 worth of contract bags to assist in clean-up efforts. If you would like to add your own support, please visit their Flood Relief page to learn more about how you can help.

Continuing the Conversation: The Cost of Erasing the Project Manager

Thank you, Ruslan, for sparking an honest and necessary conversation. You’ve put words to a growing tension that many of us in delivery leadership feel — especially those who’ve lived through the quiet dismantling of project management in Agile-only environments.

Agile brought real value in shifting how teams work — but in too many implementations, we replaced structure with ceremony and leadership with facilitation. We didn’t evolve the Project Manager role — we eliminated it, and in doing so, removed the strategic spine that holds complex efforts together.

I saw this firsthand at the Defense Health Agency. Our initial project was small — just five people — and I was the project manager, accountable for delivery. I took time to learn the agency, build trust, and lead transparently. We delivered, got rewarded, and grew. By year two, we were overseeing an expanded team, managing cost, schedule, performance, risk — even getting an ATO and overhauling broken SOC/NOC operations.

The client was happy. We were aligned.

Then came the shift: a new Gov PM brought in someone from the startup world to “go Agile.” What followed was chaos. I was boxed into a comms-only role with no authority. The client was confused. The team fractured. We started missing the mark. The very structure that had helped us succeed had been dismantled.

Within months, I left. The rest of the team soon followed. All because we killed the PM.

Agile didn’t fail us. Misinterpreting Agile did. Strategic delivery leadership didn’t become obsolete — it was quietly uninvited. We still need someone who sees the whole board, balances stakeholder priorities, manages risk, and takes responsibility for delivery outcomes.

Let’s keep this conversation going. It’s time to stop pretending we don’t need project managers. We do — especially when the stakes are high and the mission matters.

By Roberta Ortega

 

 

 

 

 

 

 

 

 

 

Roberta Ortega is a seasoned IT program executive and PMP-certified professional with more than two decades of experience across Federal, State, DOD and commercial environments, with a particular focus on healthcare IT and enterprise modernization.

 

A Visit to Books Whiskey Society

Recently, a small group from Healthcare Leaders visited Books, a whiskey society and tasting venue located at 115 N Loop 1604 E, not far from the intersection with Stone Oak. The atmosphere of Books is just as the name suggests, suggestive of a dark, Old English library or historied pub. The menu of whiskies is extensive and includes a wide variety of offerings from countries all over the world. Their happy hour prices made it an affordable experience and our bartender was both knowledgeable and attentive to every detail.

We highly recommend it and have no doubt we will be returning soon!

 

Your Profit Margin is in the Details: Focusing on Patient Care and Your Books

What if you could focus solely on patient care, knowing that your financial operations are not only in order but also optimized for growth and sustainability? 

If you’re running a healthcare business, chances are your focus is on patient care or patient products and not profit margins, cost classifications, or what’s buried in your books. But your numbers hold powerful clues about what’s working, what’s leaking money, and what’s keeping you from scaling.

Here are a few simple places to start:

  • Review your Chart of Accounts – Are expenses lumped together in vague categories like “Miscellaneous” or “Office Supplies”? Clean categorization gives you clarity and control.
  • Separate Owner Spending – Mixing personal and business expenses doesn’t just create tax issues; it clouds your decision-making.
  • Check for Duplicates – Subscriptions, services, or staff hours might be charged twice and go unnoticed without regular reviews.
  • Reclassify Costs Correctly – Mislabeling a cost of goods sold as an overhead expense can distort your profitability.
  • Request Reports You Understand – If your current P&L or balance sheet leaves you guessing, it’s time to ask for insights.

Safeguarding your profit isn’t about taking shortcuts; it’s about paying close attention to the details.

If you are curious about what your reports are really saying, I recommend starting with the items listed above.

Respectfully,

Lillia Sanders,  CEO|CFO|Advisor
Let’s Connect! LinkedIn

 

 

 

 

 

 

 

 

 

www.skilliabusiness.com
Monday: CLOSED
Tuesday – Friday 9:00 a.m. – 4:00 p.m. CST

Click Here to schedule your 10-minute complementary call or to schedule your one-on-one 60-minute consultation!

 

 

 

 

 

Local Business Leader August Trevino Expands Portfolio with New Capo’s Pizzeria Franchise

San Antonio is abuzz with the news that August Trevino, a respected local businessman and dedicated Healthcare Leaders of San Antonio board member, has recently acquired a new franchise: Capo’s Pizzeria Babcock. L

ocated at 4263 NW Loop 410 #100, San Antonio, TX 78229, this new establishment brings the distinctive tastes of Buffalo, New York, right to our community.

Capo’s Pizzeria is renowned for its Buffalo-style pizza, subs, and wings. The franchise proudly states, “Capo’s Pizzeria has brought the flavors of Buffalo, NY to San Antonio. Specializing in Buffalo-style pizza, subs, and wings, we offer an authentic culinary journey that has won us numerous local awards. Join us and experience the quality and passion that makes Capo’s Pizzeria a beloved local favorite.”

Trevino’s latest venture is a testament to his continued commitment to local economic growth and his keen eye for successful business opportunities. His involvement is sure to bring the same level of dedication and excellence to Capo’s Pizzeria Babcock that he applies to all his endeavors.

 

This new Capo’s Pizzeria location promises to be a welcome addition to San Antonio’s vibrant culinary scene, offering residents a chance to savor authentic Buffalo flavors without leaving Texas.

 

 

 

 

Getting Started with Zero Trust

By Eric Berard, MIS, CPHIMS

In an era of increasing cyber threats, the traditional approach of securing a network perimeter is no longer sufficient. Enter Zero Trust, a security framework that operates on the principle of “never trust, always verify.” This approach assumes that threats exist both inside and outside the network, and therefore, no user or device is inherently trusted.

Core Tenets of Zero Trust

  1. Verify Explicitly: Continuously validate the identity of users, devices, and applications using multiple factors such as authentication, device health checks, and role-based access controls.
  2. Least Privilege Access: Users and devices should have the minimum level of access necessary to perform their tasks. This limits the potential impact of a compromised account or system.
  3. Assume Breach: Zero Trust assumes that breaches are inevitable. By focusing on segmentation, continuous monitoring, and data encryption, it minimizes the damage caused by breaches and prevents lateral movement across the network.
  4. Micro-Segmentation: Divide your network into small segments with individual access controls to contain breaches and prevent unauthorized access to sensitive areas.
  5. Continuous Monitoring and Analytics: Track user behavior and network activity in real time to detect anomalies and respond to threats promptly.

How to Get Started with Zero Trust

Adopting Zero Trust is a strategic shift that requires a phased approach:

  1. Understand Your Assets: Identify critical data, applications, and systems. Conduct a risk assessment to pinpoint potential vulnerabilities.
  2. Establish Identity Controls: Implement multi-factor authentication (MFA), single sign-on (SSO), and identity management solutions to secure access.
  3. Segment the Network: Use micro-segmentation to isolate workloads, applications, and devices. Apply granular policies to control data flow.
  4. Monitor and Analyze: Deploy tools for continuous monitoring, such as Security Information and Event Management (SIEM) systems, to track user and network behavior.
  5. Implement Access Policies: Use tools like zero-trust network access (ZTNA) and conditional access policies to enforce least privilege.
  6. Educate Your Team: Ensure your organization understands the principles of Zero Trust. Regular training and communication are key to its success.

The Path Forward

Zero Trust is not a one-size-fits-all solution; it’s an ongoing journey that adapts to your organization’s needs. By starting small—such as implementing MFA or segmenting sensitive systems—and scaling up, you can build a robust security posture that protects against evolving threats.

Embracing Zero Trust is not just about technology; it’s about adopting a proactive security mindset to safeguard your organization’s future.

Preparing to Sell Your Business- Advice from Gary Meyn

Preparing to Sell Your Business:
For those of you who own or know of somebody who owns a privately owned and profitable business, following are some things you should know as you plan for the future.

1. Have an Exit Plan in Place – Whether you started the business yourself or if you
acquired it and scaled it up over time, the time will come when you have to decide when
you and any partners must exit the business. Making a simple plan is recommended with
details to follow as you get five years from removing yourself from the business. Include
yourself and any partners in your exit plan. Maybe you plan on handing the business off to a family member.     Maybe a partner or partners want to buy you out. Or you may need to consider selling it. Either way your exit plan needs to be in place for a smooth transition once that time comes.

2. Financial Stability of the Business – Is your business profitable? Do you want it to be at
a certain level when you transition? Maybe you use your goal for the business as leverage
and motivation to scale your business up to a specific level during the time you have before
your exit. There have been many occassions where I have connected with an owner who wants to sell
their business and it is a shell of what the business once was. In these cases the owners
have grown to the point where they don’t want to work as hard and begin to ramp the
business down or just neglect it. In these cases the business will sell for a fraction of what
it once was. If you want to get the most out of the sale of your business make your plan to sell at it’s
financial Peak. This will garner more interest from potential buyers and bring a higher
asking price which will br more likely to stick at closing.

3. How Much Should I Ask For My Business? – Main Street to Lower Mid Market Businesses typically sell for a multiple of the Net Cash Flow or SDE (Sellers Discretionary Earnings). You should have good financials kept by a reputable bookkeeper and Accounting firm which will keep year to year financials on your Business. IE: Profit & Loss
Statements and Balance Sheets are common documents most buyers will want to see. Business Tax Returns will reflect your financials as you have submitted in each tax year and are generally the preferred document to review by potential buyers. Particularly those who will seek a lender to acquire the business. I have helped many business owners by reviewing their P&Ls and identifying valid add backs which increase the bottom line Net Cash Flow therefore enabling them to ask a higher multiple for the asking price.

For this article I have touched on some generalities and will elaborate in more detail and additional topics in future HLSA Newsletter Articles. Please call me for a free consultation or to learn about our Vested Business Brokers generous Referral Program.

Gary J. Meyn, LFACHE
Vested Business Brokers, Ltd.
Cell: 210-912-0120
Email: gmeyn@vestedbb.com

Vested Business Brokers

My goal for HLSA is to learn what our attendees seek to improve their business or to acquire their next position. As a co-founder of HLSA we have put together a dedicated board that will provide the guidance and networking required to help you reach your goals. As a Business Broker I utilize the Vested Business Broker platform. Vested is the largest, non-franchised Business Brokerage in the Country. We have over 125 Brokers Nationally and do business in 35 States. Our top priority is for the complete confidentiality of our sellers as we assist them in listing and then finding qualified buyers for their respective businesses. Our procedures are set up to incrementally qualify buyers for acquisitions of businesses we list. Those procedures are unique but will provide any buyer with full
disclosure of all aspects of the business they are interested in. Our processes must be followed by contract with our Sellers. These processes have been honed over 25 years and over 3500 businesses sold. They work well for both our sellers and our buyers. These procedures are the main reason our sellers list with Vested Business Brokers. I make a living by helping people buy and sell privately owned, profitable businesses. Building my practice takes networking. That networking is how HLSA operates and why it was founded. I would like to partner with anyone who may seek to acquire or sell a profitable business. We have a generous referral program to solidify any partnerships.

Vested Referral Program– Referrals are a main source of growing my brokerage practice. I would love to have more listings across the country, regionally and locally, so if you know of anyone looking to sell or buy a privately owned, profitable business please consider referring them to me. See our referral program info below. Thanks and all the best! I would like to introduce you to our Vested Referral Program. Simply refer the name, address and contact information of the seller of a privately owned, profitable business or an interested buyer and you will be eligible to receive a percentage of our commission upon closing of a sale with that referral. This is no small amount depending upon the business purchased and the final sales price. Please see the link below with more information!

Link to Vested Referral Program: https://www.vestedbb.com/referral.html

Vested Business Brokers Website: https://www.vestedbb.com/

Thank you for your consideration!
Gary J. Meyn, LFACHE
210-912-0120
gmeyn@vestedbb.com