Client story Health & benefits
Ebix Solution implemented — EbixEnterprise
From 21 business days to three
A national voluntary benefits carrier connected administration, billing and claims, with a measurable change in onboarding time.
Anonymized account of a published Ebix Health client implementation. Results apply to that deployment; the source does not identify its measurement period.
The work between the systems
A national voluntary benefits carrier had invested in technology, but its operation still depended on multiple legacy platforms and external vendors. Policy administration, billing and claims remained fragmented. The carrier adopted EbixEnterprise to bring these activities together, using a pilot to check performance and fit with existing workflows.
What changed
The published implementation reports electronic enrollment increasing from 10% to 60%. Digital billing replaced paper invoices, bringing billing turnaround from 14 days to one or two. Payment automation reached 99%, with posting within 24 to 48 hours. Client onboarding fell from 21 business days to three.
Members, employers, agents and administrators also gained access to current information and self-service tools. Support incorporated live chat and escalation alongside access to the underlying records. These are reported automation outcomes; the source does not establish that AI produced them.
Why the sequence matters
For a benefits business, faster onboarding has little value if the information arriving in billing or claims is incomplete. A useful modernization plan follows the record through the operation. Who receives the enrollment? Where is eligibility checked? What happens when a payment cannot be matched?
Starting with a pilot gives the team a chance to answer those questions before extending the process. It also makes exceptions visible. A process that works for a clean application must still have an owner when a member record, invoice or payment requires investigation.
What to compare in your own operation
Track elapsed onboarding time alongside the number of manual touches and the volume of records returned for correction. Separate time spent working from time spent waiting. That distinction helps a team decide whether it needs a better screen, a clearer handoff or a different operating process.
The lesson from this implementation is the combined effect of connected activities. Enrollment, billing and payments each have their own measures, but the client experiences the whole journey.
Look for the handoffs that delay service, then measure the complete journey.