Telehealth as a Strategic Asset in IPMI Global Cost Management

With Gitte Bach, CEO, New Frontier Group

In its early stages, telehealth was often seen as a convenient substitute to traditional care—something to use when an in-person visit wasn’t feasible or practical. It was reactive, filling gaps in care access during off-hours or remote travel or during the pandemic. But that limited perspective is not the optimal way to serve the globally mobile population we support today.

At New Frontier Group (NFG), we believe telehealth should be viewed not just as an alternative to urgent care, but as an embedded, intentional, and data-informed component of global cost management. For IPMI members, this reframed approach has the power to improve outcomes, elevate the patient experience, and reduce waste across the healthcare continuum.

Why It’s Time to Rethink Telehealth

The evolution of telehealth has been fast-tracked over the last decade—accelerated by the COVID-19 pandemic and driven by next generation consumer demand for convenience, privacy, and immediacy. But beyond convenience lies its strategic value. When deployed with intention, telehealth becomes a frontline defense against high-cost claims and poor care coordination.

At NFG, we’ve seen the transformation firsthand. Telehealth is now actively integrated into care navigation, second surgical opinions, chronic disease management, behavioural health, and post-surgical recovery strategies. It’s a powerful tool to improve adherence, guide care to the right provider, and close clinical gaps. In short, it has become a foundational pillar in managing global healthcare costs.

Real-World Examples: Telehealth with a Purpose

Below are three diverse NFG cases that show how telehealth, when used with precision and care, delivers impact far beyond avoiding a trip to urgent care.

Case 1: A Weight Loss Program that Changed More than Weight

In a pilot led by NFG’s telehealth partner, physician-managed telemedicine weight loss programs were introduced for members managing obesity, diabetes, and cardiovascular risk. The program included multilingual virtual consults, lifestyle coaching, medication oversight, and app-based tracking. Patients lost an average of 8.5 pounds per month and saw measurable improvements in A1C, medication use, and energy levels.

Telehealth wasn’t simply used as a diet coach—it was a scalable population health intervention with results: reduced ER visits, fewer inpatient days, and dramatic improvement in modifiable risk factors. These outcomes translate directly into claim savings and long-term risk reduction for insurers.

Case 2: A Rash in the Wilderness

A mother hiking with her son in Yellowstone National Park noticed an alarming rash quickly developing on his hands and face. With limited cell service, she used NFG’s telehealth partner to request an urgent consult. Connection dropped mid-call, but the clinical team pivoted, continuing the encounter via text and asking her to submit photos. The diagnosis: not an emergency but requiring an in-person evaluation.

The mother faced a new challenge—locating a nearby provider that was not only appropriate for paediatric dermatology, but also in-network. Our clinical team stepped in to guide her through a provider search and facilitated the visit, preventing a costly emergency department visit and maintaining care continuity.

This is telehealth doing more than triage—it’s cost navigation, network alignment, and real-time care management in action.

Case 2: Managing Mental Health Abroad

A 26-year-old international student, managing anxiety, depression, and a history of substance use, reached out after moving off-campus and losing access to her university’s mental health resources. She feared relapse without support. NFG’s telehealth partner enrolled her in a comprehensive virtual behavioural health program.

She was connected with a physician to manage medications and paired with a mental health coach for weekly virtual sessions. Within two months, her care was successfully transitioned to a long-term therapist. In her own words: “My mental health coach encouraged me weekly to make uncomfortable advancements in my life... I have gained better coping mechanisms and feel supported in a way I never expected from a virtual service.”

For this patient, the value of telehealth was not just clinical—it was transformational. It kept her stable, prevented readmission, and reinforced continuity in an otherwise fragmented care landscape.

What Sets High-Impact Telehealth Apart?

Successful telehealth programs aren’t built on technology alone. It’s not enough to offer a video visit platform. You need:

• Clinical triage protocols that direct patients to the right level of care.
• Integration with claims and case management systems to maintain alignment.
• Culturally competent, multilingual support to enhance engagement and reduce drop-off.
• Data tracking and real-time outcomes measurement to adapt and improve deployment.

It’s about embedding telehealth into the broader strategy—not layering it on top as an afterthought.

We regularly analyse data from every touchpoint: reduced high-cost utilization, NPS scores, chronic care stabilization, and follow-up adherence. This feedback loop enables us to refine the care model continuously and ensure ROI for every stakeholder—insurer, provider, and patient.

A Human-Cantered Approach to Cost Containment

At New Frontier Group, we pride ourselves on our human-first philosophy. Technology enables, but people deliver. The best telehealth outcomes happen when platforms are paired with empathy, personalization, top-tier physicians, and cultural sensitivity.

We’ve used telehealth to stabilize crisis cases, as in the evacuation of a cruise ship patient within a five-hour deadline, or to manage multimillion-dollar hospitalizations where ongoing virtual follow-up reduced readmissions. These are not exceptions—they’re examples of what’s possible when cost containment and care delivery are aligned around the patient experience.

The Future: Embedded, Evolving, Essential

Looking forward, telehealth should not be treated as a nice-to-have. It’s a necessary, strategic lever in modern global cost management. As we continue to see rising medical inflation, care disparities, and administrative burden, telehealth’s role will only grow.

But success hinges on how thoughtfully it is deployed. One-size-fits-all doesn’t work. Global populations need global strategies—ones that understand the nuance of geography, language, culture, multi-country regulations, and payer requirements.

As I often say: telehealth isn’t just a tech solution; it’s a transformation strategy. If deployed with intention and empathy, it becomes a force multiplier—delivering better care, faster access, and lower costs. That’s the kind of future we want to build.