Full-Time
Account Manager
OneDigital
1,001-5,000 employees
Employee benefits, retirement, wealth, HR services
Compensation Overview
$90k - $125k/yr
Rosemont, IL, USA
In Person
Bachelor's
 Sales & Account Management (1) |
|---|
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- The candidate must be self-motivated and disciplined.
- The candidate must possess excellent written and verbal communication skills.
- The candidate must possess strong organizational skills.
- The candidate must be very detail-oriented.
- The candidate must demonstrate leadership capabilities.
- The candidate must be able to work with clients at a strategic level.
- The candidate must be able to thrive in a fast-paced environment.
- The candidate must have at least 3 years of experience in account management or a consultative role.
- The candidate must have prior experience in a broker agency or benefits administration firm.
- The candidate must hold a current Life and Health license.
- The candidate must have thorough knowledge of health and ancillary products.
- The candidate must have working knowledge of all Microsoft Office products.
- Directly support the Benefits Consultant and Client Executive.
- Manage and maintain an assigned book of business.
- Serve in an advisory capacity for clients.
- Delegate work assignments to internal service team members.
- Work closely with Benefits Consultants and/or Client Executives to manage the entire renewal process.
- Manage day-to-day client issues.
- Conduct needs analysis and strategy calls.
- Conduct enrollment meetings as needed.
- Conduct regular face-to-face meetings with clients.
- Advise clients on reducing costs while offering competitive benefits options.
- Assist clients with Form 5500 filings, as applicable.
- Assist in growing the book of business through cross-sale opportunities when available.
- Build relationships with clients through proactive communications.
- Communicate and educate clients on the latest trends, concerns, and changes in the industry.
- Effectively and efficiently manage complex accounts and high-level service deliverables.
- Provide leadership within the extended service team.
- Familiarity and practical knowledge of the quoting process and quoting tools.
- A Bachelor's Degree.
- Experience with database applications.
OneDigital provides employee benefits and broader financial and HR solutions for employers. It began by offering online benefits for small and mid-sized employers, focusing on health, life, and disability insurance, and it grew by partnering with brokers to manage small-group clients and gain leverage with carriers. It now operates as a platform that combines insurance, retirement and wealth services, and HR consulting, expanding nationwide through the acquisition of more than 200 firms. Its goal is to help employers optimize benefits, financial well-being, and HR support at scale, backed by private ownership and large recapitalizations, including a 2025 majority investment by Stone Point Capital and CPP Investments.
Company Size
1,001-5,000
Company Stage
Acquired
Total Funding
$960M
Headquarters
Atlanta, Georgia
Founded
2000
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Simplify's Take
What believers are saying
- Impact Studio launched AI-driven enhancements on August 12, 2026, improving cost-containment selling.
- Midwest Insurance added trucking expertise in Chicago on August 18, 2026.
- Stone Point capital supports continued tuck-in acquisitions across benefits, P&C, PEO, and wealth.
What critics are saying
- The April 2026 Salesforce-Drift breach exposed 28,414 people, inviting class actions.
- Aggressive acquisition integration can dilute service quality and distract leaders during rapid expansion.
- Wealth onboarding still relies on fragmented custodial systems, slowing scaling despite JIFFYAI adoption.
What makes OneDigital unique
- Stone Point and CPP backed OneDigital in a 2025 majority recapitalization above $7 billion.
- Impact Studio unifies benefits, retirement, and compensation data into one consulting platform.
- Thirty-one P&C acquisitions since 2021 created national trucking and commercial specialization.
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Benefits
Health Insurance
Dental Insurance
Vision Insurance
Disability Insurance
401(k) Retirement Plan
Paid Vacation
Paid Sick Leave
Performance Bonus
Professional Development Budget
Phone/Internet Stipend
Growth & Insights and Company News
6 month growth
↑ 4%1 year growth
↑ 4%2 year growth
↑ 4%OneDigital grows Chicago footprint, adds trucking specialty with Midwest Insurance agency deal. Buying spree continues as major group benefits agency adds more P&C. Group benefits broker OneDigital has added another agency to its growing national property and casualty business. This time it's in the Chicago suburbs, and the deal leans heavily into trucking. The Atlanta-based insurance, financial services and HR consulting firm announced on August 18 that it has brought on Midwest Insurance Agency, a 30-year-old commercial brokerage based in Elk Grove Village, Illinois. The agency gives OneDigital a bigger presence in a market it already serves, along with a specialty that's hard to build from scratch: insuring trucking fleets, owner-operators and the contractors who move freight around the Midwest. Midwest Insurance Agency's 20-person team supports more than 1,000 clients. Its book is weighted toward commercial transportation, cargo and logistics coverage, owner-operator and independent contractor programs, contractor's insurance, and a smaller niche in home health and medical professional liability. Founder and president Tom Hammond will stay on to run the agency, which keeps its Elk Grove Village office under the OneDigital name. Transportation risk is one of the tougher lines to underwrite well, and agencies with decades of carrier relationships in that space don't come up for sale often. Todd Belden, OneDigital's president for the Central region, credited Hammond's team with mastering "one of the most complex and specialized segments" in the P&C market. Hammond described the deal as a way to give clients access to a bigger platform without losing the "hands-on, relationship-driven service" his agency was built on. The deal follows a pattern OneDigital has used across its Central region before, including its earlier acquisition of Watko Benefit Group under Belden. What sets this one apart is the trucking focus, arriving at a time when commercial auto risk is still one of the hardest lines in the market. Insurance Business has covered the volatility facing trucking firms heading into 2026, as tariff swings, soft freight rates and rising repair and litigation costs squeeze carriers' margins, and brokers have described how fleets are adjusting to survive the hard commercial auto market through better data, safety technology and faster claims reporting. Buying an agency with established carrier relationships in that niche gives a national broker underwriting credibility it would otherwise take years to build. OneDigital's P&C division now serves more than 19,000 clients across all 50 states. The firm has made more than 31 acquisitions in that practice since 2021, nine of them in the Central region. Across all its practice lines - P&C, employee benefits, retirement plan services, wealth management and HR consulting - OneDigital says it has around 450 professionals working out of 35 offices in the Central US. Dowling Hales advised on the transaction, with Managing Director Harshal Gorde credited for his role in getting the deal done. Terms were not disclosed. The deal also comes as insurance distribution keeps consolidating. OneDigital took on a new ownership structure last year when Stone Point Capital and a Canadian pension investor took a majority stake in the firm at a valuation above $7 billion, capital that helps fund exactly this kind of tuck-in deal. Private capital-backed buyers accounted for more than 70% of announced insurance brokerage M&A transactions through the first half of 2026, according to M&A advisory firm MarshBerry, even as overall deal volume has cooled a little from recent years' pace. For Midwest Insurance Agency's clients, the practical change is likely to be small at first: same team, same relationships, now backed by a national carrier network and OneDigital's benefits, retirement and HR consulting arms.
Your healthcare benefits benchmark may be wrong: Here's what to measure instead. Share: Healthcare benefits benchmarking compares an employer's health plan costs and performance against relevant peer groups. Effective benchmarking goes beyond total cost per member by accounting for factors such as geography, plan design, population health risk, unit costs, utilization, and high-cost claimants. Every insurance organization and benefits consultant knows the annual benchmarking ritual. The report arrives. The numbers get reviewed. A conclusion gets reached. And most of the time, that conclusion is wrong. At Summit 2026, Nauman Shaikh, VP of Actuarial and Analytics at OneDigital, made a case that most employer health benefit benchmarks are not just incomplete, they are actively misleading. The problem is not a lack of data. It is the way comparisons are built, the assumptions baked into peer cohorts, and the metrics that never make it into the analysis at all. The stakes are significant. Healthcare is the second-largest operating expense for most US employers, behind wages only. It represents roughly 65 to 70 percent of total employee benefits cost and approximately 10 percent of total wages. And right now, it is trending in a direction that most organizations have not accounted for. The budget gap no one is talking about. In 2026, healthcare costs are trending at nine to ten percent annually. Historical norms ran closer to five to six percent. Most employers are budgeting four percent. The gap between what organizations plan for and what they actually pay is not a rounding error. It is a structural problem, and benchmarking done poorly is one of the reasons it keeps widening. Shaikh walked through the five forces driving the current trend. Specialty pharmacy costs, including GLP-1s, gene therapies, and cell therapies, now represent 50 percent of total pharmacy spend. A post-pandemic rise in chronic conditions, including obesity and behavioral health, is compounding the problem. Delayed-care rebound from COVID continues to add claims volume. Provider consolidation has reduced plan sponsor leverage in contract negotiations. And baseline medical inflation has not moderated the way many expected. Each of these is measurable. None of them surface correctly in a raw benchmark comparison. Why the wrong healthcare benchmark can lead to the wrong decision. Shaikh opened with a story that illustrated the risk clearly. A CFO at a 3,000-employee manufacturing company had walked into a meeting convinced his plan had a problem. His benchmark report showed healthcare costs running 22 percent above benchmark on a per-member, per-month basis. His instruction was straightforward: fix it. What followed was a risk adjustment analysis that accounted for the company's geography, plan design, healthcare morbidity scores, and chronic condition prevalence. Once those factors were normalized, the company was actually performing four percent better than benchmark. The CFO had been on the verge of cutting health benefits for 3,000 employees based on a comparison that was never apples to apples. That is not an edge case. It is a pattern. What the comparison actually needs to include. The core problem with most benchmarking is peer cohort selection. Comparing a manufacturing employer with an aged, high-morbidity workforce to a general market average produces a distorted picture in both directions. A meaningful benchmark has to reflect what the plan would cost among employers with genuinely similar populations, accounting for geography, plan design, member risk scores, and clinical complexity. Beyond cohort selection, Shaikh identified unit cost as the dominant driver of healthcare expense growth right now. Understanding what a plan is paying for inpatient, outpatient, and professional services, measured against Medicare prices, cash prices, and carrier contract rates, is more critical than ever. Utilization patterns and the shift in mix toward higher-acuity services compound the problem. Tracking all three together produces a significantly more accurate performance story than total cost per member alone. The third gap is tail risk. Two rules define the reality of self-funded plan exposure: five percent of members drive 50 percent of plan cost, and 20 percent drive 80 percent. Plans that track high-cost claimant cohorts and build intervention protocols around them operate differently than those that wait for the annual renewal to surface the problem. Benchmarking only works if it drives decisions. Shaikh was direct about where the process most often breaks down. Benchmarking becomes a reporting exercise rather than a decision-making tool. The report lands, gets reviewed, and sits. Three decisions should follow a rigorous benchmarking process. The first is funding strategy. "If you're an employer in the US, you are in the business of healthcare, like it or not," Shaikh told the Summit audience. The structure of how a plan is funded determines how much operational control the employer retains. The market continues to move toward self-funding precisely because it creates leverage that fully insured arrangements cannot match. Vendor and network strategy is the second. When benchmarking exposes unit cost variances by service category, the next step is evaluating whether current network contracts are producing competitive pricing. Transparency data and reference-based pricing analyses become essential inputs to that conversation. Pharmacy strategy is the third, and it is increasingly urgent. Given that specialty pharmacy is trending faster than medical, GLP-1 exposure, biosimilar adoption rates, and specialty penetration are metrics that every plan sponsor should be tracking by name, not buried in aggregate pharmacy cost numbers. The shift from retrospective to predictive. The annual benchmark review is an outdated model. Shaikh described the capabilities that forward-thinking benefit consultants are already building into their practices: real-time dashboards replacing static reports, AI-flagged high-cost claimant alerts that identify exposure weeks before claims materialize, micro-cohort analytics tracking specific high-cost conditions, and anomaly detection that surfaces billing irregularities and clinical outliers automatically. The shift is from explaining the past to anticipating the future. Shaikh's closing challenge was direct: are you benchmarking metrics that tell the future story, or only the past? Are you separating what a plan has inherited from what it can actually control? Employers who are asking those questions are already asking them. The question is whether their consultants are equipped to answer. Solutions. * Business services * Process * Strategy
OneDigital deepens Impact Studio with ai-powered intelligence as cost containment remains employers' top priority. Aug 12, 2026, 09:00 ET New enhancements bring continuous, AI-driven insight to workforce investment decisions - creating a clearer path to cost containment with measurable return. ATLANTA, Aug. 12, 2026 /PRNewswire/ - OneDigital, the nation's leading insurance brokerage, financial services, and human capital management firm, today announced a new set of enhancements to Impact Studio, the proprietary platform OneDigital consultants use to give clients visibility into their workforce investment, better control over their healthcare spend, modeling of cost-saving measures, and a direct connection between benefits decisions and insights into their people, including life stage and industry-specific trends, across the workforce. Cost containment is now the top benefits priority for 84% of employers - increasingly measured not just by what's cut, but by the return every dollar delivers. Yet cost containment precision is hard to achieve across fragmented tools spanning benefits, compensation, and retirement, where point solutions solve individual problems but never show the full picture of investment. Impact Studio closes that gap, connecting critical workforce decisions to their return. How to balance cost containment and workforce investment? Impact Studio synthesizes data into a single structured foundation, giving employers a clear line of sight into healthcare cost drivers and workforce trends. By automatically reading and organizing this data, the platform turns cost containment from a siloed benefits exercise into the anchor for a connected view across workforce and retirement planning. Consultants and clients now have a proactive, total workforce strategy - using cost visibility to inform spend across retirement, wealth, and insurance. At the center of the platform is the AI Insights Layer, which continuously analyzes plan data, utilization, and benchmarks to surface priorities and recommended actions. AI-generated executive summaries bring that intelligence to every major report, while 100+ consulting strategies identify the right path for each client. Those insights flow directly into client-ready Storyboards, bringing financial forecasting and people planning together so HR and Finance can work from the same view. "Employer conversations have shifted from 'Where can we cut?' to 'Where should we invest?'" said Vinay Gidwaney, Chief Product Officer at OneDigital. "Employers want to understand how workforce investments connect, where tradeoffs exist, and where investment can have the greatest long-term impact for their business and their people. Impact Studio was built to provide that broader context, giving organizations a more complete picture and the confidence to turn insight into action." "For a level-funded client with historically low utilization, Impact Studio flagged a spike in prescription drug costs mid-year, before it showed up in the renewal," commented Melinda Kubovcik Quiroga, Benefits Consultant at OneDigital. "We were able to target communication and pharmacy savings programs ahead of renewal, helping turn an expected increase into a decrease. The client kept every plan exactly the same and raised his contribution to 100% for all employees, dependents, and ancillary benefits. At open enrollment, employees felt it: many added dependents for the first time, because they finally felt taken care of." In the platform's original 2024 beta, consultants using Impact Studio reported a 25% reduction in workforce planning time - time increasingly spent on deeper client strategy instead of manual data-gathering. That shift reflects a broader pattern across OneDigital, where AI Coworkers have reached 65% adoption among consultants, freeing up hours previously spent on manual research and reporting. The latest AI-powered capabilities are now available to all OneDigital consultants nationwide, bringing together benefits, retirement, total rewards, and compensation into a single, connected view - so employers get advice on their complete workforce strategy, not just one piece of it. For more information or to request a personalized demo, visit onedigital.com/impact-studio. About OneDigital OneDigital's team of fierce advocates helps businesses and individuals achieve their aspirations of health, success and financial security. Our insurance, financial services and HR platform provides personalized, tech-enabled solutions for a contemporary work-life experience. Nationally recognized for our culture of caring, OneDigital's teams enable employers and individuals to do their best work and live their best lives. Employers and individuals rely on our teams for counsel and access to fully integrated worksite products and services and the retirement and wealth management advice provided through OneDigital Investment Advisors LLC. Founded in 2000 and headquartered in Atlanta, OneDigital maintains offices in most major markets across the nation. For more information, visit OneDigital.com. SOURCE OneDigital
Edelman taps Christian Mango to help build Retirement Advisory platform. Christian Mango, who most recently served as a Senior Vice President for OneDigital, has taken on a new role at Edelman Financial Engines (EFE). In his new role as Senior Vice President, Retirement Advisory Practice Leader, Mango will lead the growth of Edelman's Retirement Plan Services business, advancing the firm's strategy to deliver fiduciary retirement solutions while strengthening the connection between workplace retirement benefits and comprehensive financial planning. Noting that employers are increasingly seeking partners who can deliver fiduciary investment oversight, participant engagement, financial wellness, and personalized advice, Mango's appointment reflects EFE's continued momentum and investment in leadership capabilities, strategic partnerships, and infrastructure to meet those evolving needs. Mango will be responsible for scaling the Retirement Plan Services business through strategic acquisitions, advisor recruitment, and organic growth, while enhancing the firm's ability to serve employers, plan participants, and individual clients. According to the announcement, Retirement Plan Services is an important extension of Edelman's mission - helping employers deliver retirement programs while creating more pathways for individuals to engage with fiduciary advice. "EFE has market leading capabilities in investments, in engaging retirement plan participants and in connecting the workplace to wealth planning," stated Ralph Haberli, CEO and President of Edelman Financial Engines. "The opportunity to extend and scale those capabilities to retirement plan advisers and smaller plans is significant, and we're excited to have Christian on board to help us realize that potential." Haberli added that Mango has built and scaled retirement businesses throughout his career, and his experience, leadership, and industry relationships will help Edelman build one of the country's leading retirement advisory platforms. Mango brings nearly 30 years of retirement industry experience, most recently serving as Senior Vice President, Mergers & Acquisitions at OneDigital, helping to lead M&A for the firm's retirement plan advisory and work-to-wealth businesses. Prior to that, he led the Retirement Plan Services division at Alera Group as Executive Vice President, National Practice Leader, driving substantial growth and transforming the business into a nationally recognized retirement plan advisory platform. Please log in or create a free account to comment on this article. Share to: Publish date: August 11, 2026 By: Sponsored by MFS
Edelman Financial Engines taps OneTrust alum as first retirement advisory chief. Christian Mango, senior vice president and retirement advisory practice leader at Edelman Financial Engines. Christian Mango is joining the PE-backed RIA giant to grow retirement plan services as it deepens its workplace-to-wealth strategy AUG 11, 2026 Edelman Financial Engines has named Christian Mango as senior vice president and retirement advisory practice leader, tapping a nearly 30-year veteran of the retirement plan business to scale one of the firm's most closely watched growth bets. The newly created role announced Tuesday puts Mango in charge of growing Edelman's Retirement Plan Services business through acquisitions, advisor recruitment and organic growth, while tightening the link between workplace retirement plans and individual financial planning. Retirement plan advisory is not new territory for Edelman. The business traces back to Financial Engines, founded in 1996 by Nobel laureate economist William Sharpe specifically to help workers manage 401(k) plans, and it has operated under the Edelman name since the 2018 merger with Edelman Financial Services. Mango arrives from OneDigital, where he most recently served as senior vice president of mergers and acquisitions, helping steer dealmaking for the insurance broker's retirement plan advisory and work-to-wealth businesses. Before that, he ran the Retirement Plan Services division at Alera Group as executive vice president and national practice leader, a stint credited with turning that unit into a nationally recognized retirement plan advisory platform. His arrival lands squarely in the middle of a trend independent-minded advisors have watched play out for years: insurance brokers and RIA aggregators buying their way into retirement plan advisory work. OneDigital itself built much of its retirement business through acquisition, breaking into the retrement plan business with its 2020 acquisiton of $45 billion RIA Resources and some of its affiliates. Building the workplace-to-wealth pipeline. For Edelman, the hire helps flesh out a broader thesis it has been building for more than a year: that a 401(k) participant today can become a full financial planning client tomorrow. "For millions of Americans, their financial journey begins in the workplace," said president and CEO Ralph Haberli. "Retirement Plan Services is an important extension of our mission - helping employers deliver exceptional retirement programs while creating more pathways for individuals to engage with fiduciary advice throughout their financial lives." Haberli added that Mango "has built and scaled retirement businesses throughout his career," and that his relationships across the industry would help Edelman build "one of the country's leading retirement advisory platforms." The Santa Clara, California-based firm manages roughly $308 billion in client assets across 1.3 million clients and more than 430 advisors. As of June 2025, it reportedly provided 401(k) advice to more than 10 million employees and partners with over 600 large employers. A leadership team taking shape. Mango's hire is the latest in a string of senior appointments at Edelman since Haberli took over as acting CEO in October last year, following Jay Shah's decision to step down after two years running the firm. Haberli, who had joined a few months prior as president after leading the Institutional and Retirement Client Group at Capital Group, was elevated to the top job as Edelman Financial Engines works to reshape its executive bench under owners Hellman & Friedman and Warburg Pincus. In May, Edelman announced its hiring of chief financial officer Steve Gaven from SageView Advisory, alongside three newly appointed senior vice presidents focused on wealth clients, planner growth and wealth strategy. Industry observers have noted that Edelman's private equity backers have pushed for faster organic growth after the firm pulled back from a reported $8 billion sale process last fall.