Healthcare strategy begins with ownership.

For too long, employer healthcare has been treated primarily as an annual insurance transaction. In The High Performance Health Plan, Corry makes the case for a different premise: a health plan is a business system. Better outcomes require leaders to understand how that system is designed, purchased, governed and experienced—not simply what it costs at renewal.

The book's core question is straightforward: are leaders actively managing the forces that shape cost, quality and employee access to care, or are those forces being managed for them? That question shifts the work from negotiating premiums to setting objectives, examining evidence and making deliberate choices about plan design, vendors and accountability.

Corry's methodology moves through a practical sequence: ALIGN leadership around the purpose of the plan; SEE the financial, clinical and contractual facts that are usually obscured; CONTROL the decisions and incentives that drive performance; PURCHASE with clear standards; GUIDE employees toward higher-value care; and MEASURE, then IMPROVE, what matters. It is designed to give employers a repeatable way to lead rather than react.

The framework behind the book organizes that work across ten connected components of foundation, strategy and governance. It connects high-level commitments—such as fiduciary responsibility, transparency and patient-centered care—to the operational disciplines that make them real: data review, contracting, pharmacy strategy, provider economics, employee navigation and performance measurement.

As the author of The High Performance Health Plan, Corry brings this management lens to the questions underneath cost: who owns the decisions, what evidence guides them, how incentives align and whether employees can find the care they need. The aim is not a one-time plan redesign, but an employer capability that strengthens with every informed decision.