How MedRisk Achieved 11x ROI with Workforce Intelligence

MedRisk is a managed care organization focused on physical rehabilitation in workers’ compensation and auto casualty claims. The company operates across five entities, including several acquired in 2024, with others underway.

As the organization grew, visibility into how work happened across entities and teams started to break down. Annual and mid-year reviews provided periodic checkpoints but did not show day-to-day workforce activity.

To close that gap, MedRisk implemented ActivTrak, with Jeff Ericson, SVP of Infrastructure and CISO, leading the effort after a client recommendation.

By 2024, MedRisk faced increasing complexity across its 3,200+ employees. New business units introduced different employees, workflows and operating models — raising new questions for leadership.

In one case, an acquired entity had a similar number of people as the MedRisk parent company but generated very different revenue. This raised questions around differences in staffing and workloads that leadership couldn’t answer on their own.

The issue extended beyond acquisitions. Leadership lacked a consistent view of day-to-day workforce activity.

As Ericson explained, “We didn’t have that boots-on-the-ground, day-to-day visibility into whether someone was working eight or nine hours… or sixteen.”

That variability highlighted more than productivity gaps — it pointed to potential work-life balance issues that leadership couldn’t fully see or address without better data. MedRisk needed a clearer way to understand workforce patterns and support manager decision-making. ActivTrak provided that visibility.

Rather than rushing deployment, Ericson focused on rolling out ActivTrak with intention. He started by reviewing the data himself and keeping access tightly controlled, ensuring it landed with the right context before sharing it more broadly. He then expanded access in a structured sequence:

• Executives first
• Then directors and managers
• And lastly, supervisors

From the outset, MedRisk organized workforce data by entity, allowing leaders to evaluate each business on its own terms rather than compare different operating models directly. Leaders focused on whether each entity appeared staffed appropriately based on how it operated.

When Ericson trained managers, he emphasized starting with the full picture before moving into detail. Teams reviewed summary-level insights first, then explored more granular data only when a specific question required it.

“Don’t focus on the people at the bottom. Focus on the whole story — because ActivTrak tells you lots of good things,” Ericson said.

Rather than mandate adoption, Ericson introduced data in a way that created demand. He shared team-level insights, showed what the data revealed and invited managers to engage further. As teams began using ActivTrak, performance improved — and results didn’t go unnoticed. Word spread across the organization, leading to a surge in managers requesting access.

Daily financial loss insights

MedRisk used ActivTrak’s Workforce Utilization (Financial Loss Analysis)report daily to identify where expected and actual work did not align. Those signals gave managers a clear starting point for follow-up at the team and entity level.

“We found the more data you see, the better off you are,” said Ericson.

Workflow and system improvements

ActivTrak showed that a customer service team relied heavily on Notepad because the primary system did not support direct note-taking within the customer record. That insight led MedRisk to redesign the interface to support note-taking within the system.

Control gaps and compliance oversight

When ActivTrak revealed two high-performing managers worked vastly different hours (one was productive for 10 hours a day, the other for 30 minutes), leaders knew to investigate. As a result, they discovered work was often done outside approved tools. “ActivTrak acts as a backstop to tell me that people are using tools they probably shouldn’t be, so we can go ahead and address those gaps,” said Ericson.

That visibility depends on how comprehensively endpoints are managed. ActivTrak is deployed through a Minimum Baseline Configuration (MBC), which includes the agent on all approved devices. When devices fall outside that baseline, activity may not be captured.

By expanding endpoint management coverage, MedRisk increased the completeness of its data — strengthening both workforce analytics and compliance oversight across the organization.

Contractor cost reconciliation

ActivTrak enabled MedRisk to compare contractor billing with actual activity and identify discrepancies between expected and observed work.

“We’ve used it for contractor bills versus actuals and found quite a delta,” Ericson noted.

Performance conversations

ActivTrak gave managers a clearer view of work patterns, helping them initiate performance conversations and assess changes over time. This objective data equips managers to get to the heart of issues, often in just one employee coaching session.

“There’ve been a couple of use cases where you could see pre-conversation… something isn’t right. Post-conversation — right on track,” said Ericson.

11x ROI from reduced financial loss

So far, MedRisk has recovered approximately $3 million in labor savings as a result of its ActivTrak implementation. “Our financial loss, which probably topped around $7 million a year annualized, is down around $3 million right now,” said Ericson. “That’s easily 11x ROI.”

That progress reflects not just cost recovery but improved data fidelity. As endpoint coverage increased, leaders gained a more complete view of workforce activity — helping ensure decisions were based on a full picture rather than partial signals.

Clearer view of workforce performance

ActivTrak gave leaders a consistent view of workforce activity across entities, teams and workflows. That visibility supported more informed discussions about staffing, systems and overall performance.

Manager-driven adoption at scale

Because insights were introduced gradually and tied to real business challenges, adoption spread organically across the organization. As teams saw the value of the data in managing performance, managers started to request access.

“I have people asking me, ‘Set my team up.’ … ‘This empowers me. I didn’t know this was available.’”