At Andros, we believe that great solutions are born from great collaboration. This belief was front and center at our inaugural Customer Advisory Board event—a milestone gathering of healthcare visionaries representing diverse roles and organizations.

Over the course of the event, we explored the evolving challenges and opportunities in provider network management, grounded in the shared goal of delivering better outcomes for members, providers, and health plans alike.

Diverse Voices, Shared Challenges

Our Customer Advisory Board united leaders from a range of organizations, from massive health plans to agile, mission-driven startups. Each participant brought unique perspectives shaped by their organization’s size, strategy, and market position. 

Whether navigating network performance at scale or building new networks with a focus on quality and value, one message resonated: the network is the backbone of healthcare success.

As one participant aptly described, “The network used to be the most important thing. Now, every network person’s nightmare is not knowing their priorities or being unable to turn the data around to execute strategy effectively.”

Trends Reshaping Provider Network Management

Throughout the day, we discussed the forces driving transformation in the healthcare landscape. A recurring theme was the increasing pressure on networks to meet rising member expectations while balancing costs. Regulatory shifts are also accelerating the need for networks to adapt to member needs, including the integration of social determinants of health.

Private equity investments in providers are creating new dynamics, shifting traditional payer-provider relationships and adding complexity to network strategy. As one participant noted, “Distrust and friction still exist between payers and providers, but there’s an opportunity to rebuild partnerships that are collaborative rather than transactional.”

One of the most invigorating discussions centered on the concept of precision in network lifecycle management. Borrowing from industries like retail and farming, the idea of “precision farming for healthcare networks” sparked enthusiasm. This approach emphasizes finding and activating opportunities within specific pockets of the network—optimizing locally to deliver significant value.

For example, even in markets with limited choice, plans can focus on smaller segments, like particular counties or specialties, to achieve measurable gains. As one leader said, “We don’t need all the data to be perfect; we just need enough to act strategically.”

Key Takeaways from the Event

The Customer Advisory Board highlighted something we all know but don’t always say out loud: the network is the beating heart of a health plan. It’s where everything converges—quality, member experience, provider experience, cost, and commercial success. 

But we also heard that managing networks today feels like an uphill battle. Friction between payers and providers, regulatory pressures, and member demands are pushing networks to the brink. 

Yet, within these challenges lie opportunities to redefine how we approach provider network management—opportunities we’re excited to pursue with our customers.

Here’s what stood out most from our conversations:

• The network is the most valuable asset. It’s not just another operational function; it’s the foundation of a health plan’s success. Getting the network right means aligning strategy, execution, and outcomes across the board.
• Chief Network Officers are gaining traction. Elevating network leadership to a strategic level is more than a trend—it’s a necessity. Reporting directly to the CEO ensures that network strategy isn’t just a checkbox but a core driver of business performance.
• Precision over perfection. Sometimes the best gains come from focusing on what’s achievable. Participants saw immense value in targeting specific counties or specialties for optimization rather than trying to overhaul entire networks.
• It’s time to rebuild trust. Friction and mistrust between payers and providers were recurring themes. Shifting from transactional relationships to genuine partnerships can unlock better outcomes for everyone involved.
• Act on your data, even if it’s not perfect. Participants rallied around the idea that waiting for perfect data can stall progress. With the right confidence scoring, action can happen now—no perfection required.
• Members deserve smarter networks. Networks must evolve to meet members where they are, factoring in their unique needs, preferences, and experiences. Better data leads to better choices, and better choices drive better outcomes.

Building the Future, One Network at a Time

The Customer Advisory Board wasn’t just a discussion—it was a catalyst for action. Together, we reaffirmed that the network isn’t just an operational function; it’s the centerpiece of healthcare success.

Elevating the role of the Chief Network Officer to a strategic leader is one way to ensure networks are treated as the dynamic, living assets they truly are. Breaking down silos between strategy and operations will drive both quality and financial outcomes, setting the stage for meaningful change.

But the work doesn’t end here. We’re partnering with select customers to explore the tangible opportunities in targeted network optimization. How much value can we unlock by focusing on precision and acting where it counts most? What does the future of healthcare networks look like when collaboration and data-driven decisions lead the way? These are the questions we’re excited to answer—together.

To everyone who contributed: thank you for your trust and vision! Together, we’re redefining what’s possible in healthcare—one network at a time.