Medicare Advantage Plans are different from the original Medicare plans. MAP are sold through private health insurance but still carry Medicare like benefits. They still cover part A and part B coverage like Medicare, but they also include hearing, vision, and health and wellness on bizjournals.com. The plans are HMOs, PPOs, and PPFs, which all come with different costs, restrictions, and deductibles. You pay copays like regular insurance. You can’t get Medigap insurance to cover coinsurance costs. And the list goes on. MAPs allow the private health insurance to give government benefits. These plans may prove to be more cost effective than regular healthcare plans.
Some important items to remember about Medicare Advantage Plans are that you must enroll in Part D. Part D gives the prescription coverage. Also, any service you wish to have, you should get an advanced written coverage. The written advance coverage will guarantee payment, but if you do not, then you may be responsible for the entire payment. Medicare Advantage Plans are a hybrid of private and government healthcare plans.
InnovaCare Health, a managed healthcare network, is a leading provider of quality healthcare services across North America. InnovaCare uses private provider networks and Medicare Advantage Plans to provide services to patients. They are committed to top quality, cutting edge healthcare at affordable costs. They are committed to the patient provider relationship and to holding their team accountable for their work. InnovaCare Health gives their patients the best care possible.
Rick Shinto, President and Chief Executive Officer, came to InnovaCare Health with 20 years in Managed Healthcare and the Healthcare Industry. Before InnovaCare Health, he served as President and Chief Executive officer of Aveta from 2008 to 2012.He was a practicing internist and pulmonologist that practiced out of Southern California. He brings his clinical and operational healthcare experience to InnovaCare.
Penelope Kokkinides is currently the Chief Administrative Officer. Previously, she worked for InnovaCare as the Chief Operating Officer. She has 20 years of healthcare experience with a focus on government programs. She has degrees in social work, drug and alcohol abuse, and public health. She has experience in creating public health models for medical agencies.
The company Sweetgreen was founded by three students from Georgetown University. They got together one day and pondered what to do with their lives after graduation. The 3 men were Nathaniel Ru, Jonathan Neman, and Nicolas Jammet. Their first shop opened back in 2007 at Georgetown and they raised funds by depending on 40 of their closest relatives. They have blown up nationwide and as a result they have 31 shops located across America. They plan to have 40 restaurants open by the end of the year. With the help of venture capital funds, they have brought in a grand total of $95 million to their business empire.
The three founders recently gave an interview about their amazing success story. It turns out they were all the children of entrepreneurs and so they knew that they wanted to be their own bosses someday. They did not see the appeal of being employees. They feel that what made their concept unique was their personal discipline. They looked at the market and saw that competing restaurants were not healthy and the food met a low standard of nutrition. The key was to form key partnerships with local farms and once that part was done everything else fell into place.
They had their act together from the beginning and as a result the original business plan they formed years ago is still useful to them today. They felt passionate about what they were doing and their infectious passion allowed them to bring in investors. With every passing year they add value to their company’s offerings. Sweetgreen represents a core set of values about the quality of food they serve and the way they treat their customers.
Nathaniel Ru said he is creating a brand that stands for something. He wants to better quality food to more people. In an interview, he said that technology is part of his DNA and that is why online transactions account for 30% of their profits. Nathaniel likes for his company to be decentralized because he does not believe in having an oversized corporate headquarters. Nathaniel Ru has worked his way to a position of prominence and success at a young age.
At Georgetown University in Washington, a group of friends were having trouble finding places to eat that offered a healthy menu. They were looking for a healthy menu with a fun and easy atmosphere to enjoy their choices in. When they discovered a tavern on M Street in the middle of the downtown area of Washington, they thought they had an answer. Part of this group of friends was, Nathaniel Ru and the tavern they found would turn into a farm-to-table style restaurant chain.
Six years later
Six years after the dream took hold, the farm-to-table style restaurant chain, Sweetgreen became a reality. Nathaniel Ru states they were very blessed with how events fell into place for him and his friends. He feels it would never work out the same way again- the timing was perfect.
Ru’s first core value of Sweetgreen is the idea of winning. A victory for the restaurant should be a victory for the community it exists in. The second value is to make every decision, one that is for the long run. The third value is to keep things real and everything authentic. He expects this from the employee’s demeanor to the sources of the food served. The fourth core value is to add the Sweetgreen touch and the fifth is to make an impact.
Nathaniel Ru says the signature moment for Sweetgreen came when they decided to connect music to food. It was an emotional connection and created an experience for customers to come and enjoy their food while listening to music. They used a parking lot next to a Farmer’s Market where they purchased their food and began creating music. This event became so popular they named it, Sweetlife and has become one of the largest music and food festivals in the region.
Employees and customers get good experience
Ru finds that the best financial results come from stores that have created teams that stay together the longest. He not only wants his customer’s experiences to be great, he wants his employee’s to be also. He states that this may be the digital age, but the best marketing is personal.