Portfolio
UniMed
Background
UniMed became an Ember Technology client a couple of years ago. The relationship started small: a pilot automation project of around $10,000, enough to demonstrate what automation could do and what our Innovation Team was capable of. The technology worked well. As the second project began, we became more efficient.
UniMed has been providing insurance to New Zealand workers since 1979. It's owned by its 140,000 members rather than shareholders, which means every dollar saved on running the place goes back into looking after them.
About The Client
The Challenge
A technology partner suggests ways to reach your business goals faster. That requires us to deeply understand a client's business and for the client to let us in, and all of that is built on trust.
The challenge with UniMed was building that trust from a standing start:
01.
Prove the value of automation on a small scale first
02.
Establish clear expectations on both sides
03.
Build an understanding of the organisation's strategy and pain points
04.
Ensure well-tested calculations and processes
Key Outcomes
Measurable Return
In the past year, UniMed spent $150,000 with our Innovation Team for a $1 million return - $8.50 in measurable value for every dollar invested
Compounding Value
That technology will run for at least five years, taking the cumulative return to over $5.5 million
Genuine Partnership
After over 12 automation projects, relationships have developed throughout both organisations. We understand their strategy, their pain points and individual team members' KPIs
Our Solution
We've delivered around a dozen automation projects for UniMed over the past two years, using a range of tools including AI.
The pilot automated claims handling: a workflow that collects claims, processes them and files them straight into UniMed's insurance administration system. It now flags potential fraud and handles far higher volumes than it was scoped for.
Member data came next. Smaller processes pull updates from emails and provider spreadsheets into UniMed's systems, cutting out the manual re-keying behind every change.
We're now building an analytics and triaging pipeline to sharpen UniMed's view of their own data and route work faster.
Each project builds on the last. Because we understand both the organisation's strategy and the pressures on individual people within it, we can suggest work they haven't thought to ask for.
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