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Construction
away.“ Through negotiation and transparency, we brought that down to a low single-digit increase,” she reports, referring to the medical renewal she managed during her first months.
DAVIS kept its employee-only medical coverage model through that process.“ We were able to preserve that model,” Sherill explains, while redesigning parts of the plan and adjusting deductibles. Transparency guided communication every step of the way.“ Transparency creates trust,” she adds, pointing out that employees received context around plan performance, cost drivers, and shared responsibility.
In addition to medical coverage, Sherill oversees retirement, disability, dental and vision benefits, along with inclusive family‐planning programs designed to support employees across life stages.
Cigna Health Plan
The company’ s medical plan uses a national network to support DAVIS’ s expanding reach. Data guides oversight and planning.“ Utilization data is central: claims activity, leave usage, and vendor performance,” Sherill notes. These indicators shape cost-containment strategies, timing of plan adjustments, and benefit design decisions. Sherill reviews strategy and compliance on a regular schedule.“ I meet biweekly with our broker, review compliance, and track progress against our annual benefits roadmap,” she shares. The roadmap sets priorities early, which helps the team move through the year with fewer lastminute decisions as renewal approaches.
Benefits decisions align closely with finance. Sherill partners with senior leadership to evaluate cost, risk, and workforce impact together.“ We have a strong partnership with our CFO and senior leadership,” she observes. That collaboration supports both near-term adjustments and longer-range planning.
DAVIS’ s workforce includes field and office roles, multiple generations, and several regulatory environments.
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