What a 20+ Country Benefits Broker RFP Taught Me
After 20 years in benefits, I still get surprised.
I’ve been the broker. I’ve hired brokers. I’ve managed those relationships through renewals, escalations, and plenty of “we need an answer today” moments.
Recently, I led a broker RFP for a global SaaS company with employees in 26 countries. The goal was to select one broker for both US and global benefits.
We focused on countries where the company employed people directly, excluding those covered through an employer of record.
Three things stood out.
1. The strongest global capabilities didn’t come with the highest fees.
I expected the brokers with the most established global presence to be the most expensive.
That wasn’t what we saw.
Some of the strongest global contenders proposed modest per-country fees. Others, with less established global capabilities, charged more.
My takeaway: existing infrastructure matters. An established local team or partner network may allow a broker to support your business more efficiently.
A higher fee deserves a closer look at what you’re getting. Who handles the work locally? How is that team connected to your lead broker? What’s included, and what costs extra?
Compare the service behind the number.
2. AI was a question worth pressing.
Benefits brokers work with renewal data, carrier proposals, plan documents, and changing requirements across multiple countries. There is a meaningful opportunity to use AI to support that work.
But in our RFP, I saw limited evidence of how those possibilities were translating into better service.
I wanted to understand the practical application: Where does AI save the team time? How does it improve analysis? Who validates the output, especially when it involves compliance or sensitive employee information?
For future RFPs, I’d ask for a demonstration using sample data. Show us a workflow, explain the human review, and tell us what improves for the client.
3. The people made the difference.
We had a detailed scoring model covering capabilities, global reach, pricing, compliance support, and technology.
It helped us compare proposals and identify tradeoffs. But among the strongest finalists, the people became the deciding factor.
Who listened carefully? Who understood our business? Who gave us confidence that they would take ownership when something went wrong?
Team connection carried significant weight in our decision. I would give it that weight again.
The relationship you’re choosing will continue long after the presentation. Meet the people who will actually service the account, and understand how they’ll work together across countries.
Five questions I’d bring to any global broker review
Who services each country, and are they employees or local partners?
What does the per-country fee include, and what triggers additional charges?
Where does AI improve your work today, and how is that work reviewed?
Can we meet our proposed service team before making a decision?
How will you coordinate our US and global benefits strategy in practice?
This project reinforced how much a well-run RFP can uncover—even when you think you know the market.
The strongest global capabilities may cost less than you expect. Technology claims need evidence. And the team deserves serious consideration alongside the spreadsheet.
If you’re preparing for a broker review, I’m happy to share the evaluation scorecard I use. Send me a message.
Gretchen Jorbin
Founder & Principal HR Consultant | The People Edit
These are my personal observations from a recent client engagement.
