EHP Agent Information Portal
Confidential educational materials for professionals who
have executed a Non-Disclosure Agreement.
Welcome and thank you for taking the time to carefully review the EHP program.
The purpose of this private page is simple:
To give you clear, accurate information so you can determine whether pursuing EHP as a business is the right fit for you.
Our goal is transparency, clarity, and professionalism.
Program Overview
This presentation provides an introduction to:
What EHP is
How the program works
Who it is designed to serve
The overall business model
This overview will give you the foundational understanding.
Thinking About Becoming
an EHP Agent?
Here Are the Questions You Should Be Asking.
If you're considering becoming an EHP Agent, you probably have questions.
This is a business. You should understand what you're getting involved with,
what your role is, how the process works, how you get paid, and what will be expected of you.
We've put together answers to the questions we hear most often…
including some you may be thinking but haven't asked yet.
The EHP Opportunity
What exactly is EHP?
EHP is an employer-focused program designed to help qualifying employers and their employees create meaningful financial benefits
through an IRS-compliant Section 125 structure and associated benefits.
One of the reasons EHP gets people's attention is that the potential value
exists on both sides of the table.
The employer may realize payroll tax savings, while participating employees may experience an increase in their net take-home pay while
receiving additional benefits.
And importantly, EHP is not simply asking an employer to spend more money on another employee benefit.
That's what makes the conversation different.
What does an EHP Agent do?
Your primary job is to create opportunities.
You identify employers who may be a fit, connect with the appropriate decision-maker and create an Executive Conversation.
You are NOT expected to become an attorney, CPA, benefits expert or Section 125 specialist.
You don't need to know the answer to every technical question.
You need to understand the EHP story well enough to recognize an opportunity, create interest and get the right people into a conversation.
From there, the appropriate EHP professionals can assist with Discovery, analysis, proposals, technical questions and implementation.
Think of yourself as the person who opens the door and helps move the opportunity through the process.
Do I need to be an insurance agent or carry an insurance license?
No. You are not selling insurance. Becoming an EHP Agent does not mean you're becoming an insurance agent.
The role of an Agent is primarily business development…identifying opportunities, creating introductions and facilitating conversations.
However, there are clear boundaries regarding what an unlicensed person can and cannot discuss, recommend or sell when insurance products are
involved.
EHP provides guidance regarding the appropriate role of an Agent. You should always stay within that role and allow licensed professionals to
handle activities requiring a license.
Do I need experience in employee benefits, payroll, HR or insurance?
No.
Experience in those areas can certainly help, but it isn't required.
You don't need to walk into a CFO's office and explain the Internal Revenue Code from memory.
You need to understand the business case for having a conversation.
The technical expertise can be brought into the process when it's needed.
Some of the most valuable skills for an Agent are much simpler: identifying opportunities, building relationships, communicating professionally, asking good questions and following up.
Is EHP network marketing or MLM?
No. EHP is an employer-focused business development opportunity, not an MLM opportunity.
The primary economic activity is generated by bringing qualifying employers into the EHP program…not by simply signing people up to become Agents.
If you've been exposed to traditional network marketing, you'll notice some significant differences. This is a B2B sale with a real employer, real employees, executive decision-makers, due diligence and an implementation process.
The focus should always remain on creating legitimate employer business.
Do I have to recruit other Agents?
No. You can and should be focusing on developing employer business.
You don't need to build a team or organization to participate. In fact, a majority of our affiliates focus exclusively on bringing their own clients to the table.
If the Agent program provides opportunities to introduce other qualified business developers, that may be an additional avenue available to you, but your core focus can remain employer acquisition.
If you're someone who would rather develop a handful of meaningful business relationships than recruit hundreds of people, that can be a very
attractive part of the model.
COMPENSATION & INCOME
How do I make money as an EHP Agent?
Agents are compensated based on qualifying business generated through employers who successfully implement the EHP program, according to the current EHP Agents Sales Agreement.
Rather than focusing on one-time transactional sales, the opportunity includes ongoing compensation associated with active participating employees.
That creates an important distinction.
You're not necessarily starting from zero every month.
As additional qualifying employer groups are successfully implemented and remain active, there is the potential to build a growing book of business.
How much can I realistically earn?
That depends entirely on what you produce.
There is no responsible way for us to tell you, "Become an Agent and you'll make $X per month."
Your results will depend on factors such as the number of employers you develop, employer size, eligible and participating employees, successful implementation, retention and the compensation structure applicable to your business.
The mathematics of B2B employer acquisition can become interesting because one successful employer relationship may represent dozens, hundreds or potentially thousands of employees.
But potential is not a guarantee.
The opportunity may be significant. What you actually do with it is up to you.
How long does it take to start earning money?
EHP is not an instant-gratification business.
You're dealing with employers.
A business with hundreds or thousands of employees doesn't normally make significant benefits decisions after one phone call.
There may be multiple conversations involving HR, finance, ownership, benefits professionals, legal counsel and other stakeholders.
Some opportunities move quickly. Others take months.
That's normal.
The Agents who understand that going in are much less likely to become frustrated when a good opportunity doesn't close immediately.
Is the income recurring?
The EHP compensation structure may provide ongoing compensation associated with qualifying active employer business, subject to the terms of the current Agent Agreement and Compensation Plan.
That's one of the things that can make the opportunity compelling.
Instead of continually needing to replace yesterday's sale with another sale today, an Agent may have the opportunity to build a book of active employer business.
However, never assume "recurring" means "guaranteed forever."
Eligibility for compensation is governed by the current EHP agreements, employer status, participation and other applicable requirements.
YOUR ROLE
Do I have to sell employers myself?
Your primary responsibility is to create the opportunity and help advance the relationship.
The basic process looks something like this:
Identify → Executive Conversation → Discovery → Census →Proposal → Decision → Onboarding → Ongoing Relationship
As the opportunity progresses, EHP professionals can participate in the conversations requiring deeper technical expertise.
You don't have to know everything.
But you DO have to open doors, communicate professionally, follow up and stay engaged.
Who handles the technical presentation?
The appropriate EHP corporate representatives and subject-matter experts can assist during the Discovery and proposal process.
This is particularly important when conversations move into areas involving plan design, compliance, tax implications, benefits and implementation.
The Agent should understand the EHP value proposition.
The Agent doesn't need to pretend to be the technical expert.
What happens if a CEO, HR Director or benefits professional asks me something I cannot answer?
Say:
"That's a great question. Rather than give you an incomplete answer, let me get the right person from our team involved."
That's not weakness.
That's professionalism.
One of the biggest mistakes an Agent can make is trying to sound smarter than they are and giving an answer they aren't qualified to give.
Your credibility goes UP when you know when to bring in an expert.
Once you become an Agent with EHP, you will be provided access to all of the "How to" training you need in order to succeed in this business.
Who should I be talking to inside a company?
Ideally, you want access to someone with enough authority to evaluate the opportunity and move it forward.
Depending on the organization, that could include: CEO, President, Owner, CFO, COO, CHRO, Head of Human Resources, Benefits Director or another senior executive responsible for financial or employee-benefit decisions.
Your goal isn't simply to find someone who will listen.
Your goal is to get the conversation in front of someone who can do something about it.
What size employers are the best prospects?
EHP can potentially make sense for employers across a range of sizes, subject to EHP's current qualification requirements.
Generally, the larger the eligible employee population, the more meaningful the potential aggregate financial impact can become.
But don't automatically overlook smaller employers.
A quality employer with a stable workforce, engaged leadership and a willingness to evaluate new strategies may be a far better prospect than a massive corporation where you have no access to the actual decision-makers.
What industries are good prospects?
There are opportunities across many industries.
Examples can include healthcare, hospitality, manufacturing, education, municipalities and government entities, transportation, construction, professional services, franchise organizations and other businesses with meaningful W-2 employee populations.
Rather than asking only, "What industry"
A better question is:
Does this employer have a meaningful number of eligible W-2 employees
and leadership willing to evaluate an opportunity that may benefit both the
organization and its people?
QUESTIONS ABOUT THE
EMPLOYER PROGRAM
What if the employer already has health insurance?
Good.
EHP is not based on the assumption that an employer currently has no benefits. In fact, one of the qualifications to bring a company onboard is that they must already have health insurance for their employees.
Most established employers already have health insurance and existing benefit relationships.
The conversation is about determining whether EHP can work alongside the employer's existing benefits structure and create additional value.
Does EHP replace the employer's existing health insurance?
No. EHP does NOT replace an employer’s existing coverage.
This is one of the most common misunderstandings Agents should clear up early.
An employer may be perfectly happy with its existing medical insurance.
That's okay.
The EHP conversation is about evaluating an additional strategy and determining how it may integrate with the employer's current benefits environment.
Does EHP cost the employer money?
One of the primary reasons employers are willing to look at EHP is that the economic model is designed differently from simply asking the company to add another employer-paid benefit.
Depending upon the employer's specific circumstances and implementation, potential payroll-tax savings help offset program costs and may create net financial benefit for the employer.
Exact results vary by employer and should only be determined after EHP reviews the appropriate employee and payroll data.
Never promise a specific savings number before the analysis has been completed.
If this benefits the employer AND the employees, what's the catch?
This is probably one of the smartest questions someone can ask.
There isn't supposed to be "magic money."
The potential economic benefit is created through the interaction of a properly structured Section 125 program, qualifying benefits and the resulting payroll-tax treatment.
That's why EHP doesn't simply throw out a generic savings number and tell every employer they'll get the same result.
The employer has to be evaluated. There are requirements.
There is an implementation process. And there are compliance considerations.
If something sounds too good to be true, ask questions. We encourage it.
How can employees potentially increase their take-home pay without the employer simply giving everyone a raise?
This is where the Section 125 structure becomes important.
Certain qualifying benefits can receive favorable pre-tax treatment under federal tax rules. When properly structured and implemented, changes in taxable wages and benefit arrangements may affect payroll taxes and an employee's net paycheck.
The exact employee impact depends on the employee's individual circumstances and participation.
This is why we don't tell an employee, "You're guaranteed to make an extra $X every month."
We let the actual numbers speak for themselves.
COMPLIANCE & CREDIBILITY
Is EHP legal and compliant?
EHP is designed to operate within applicable federal rules, including requirements associated with Section 125 plans and other applicable benefit-plan regulations.
But "compliance"; is not a magic word that should be thrown around casually.
Every employer should perform appropriate due diligence, review the relevant documentation and involve its own legal, tax, benefits and other professional advisors when appropriate.
EHP can provide information and documentation to support that review.
Agents should never provide legal or tax advice or personally guarantee compliance.
What happens if an employer's attorney, CPA or benefits consultant want to review the program?
We welcome it.
In fact, if you're talking to a sophisticated organization, you should EXPECT due diligence.
An employer considering a meaningful benefits or payroll strategy should ask questions.
Their attorney may have questions.
Their CPA may have questions.
Their broker may have questions.
Their HR department will probably have questions.
That's normal.
Our job isn't to prevent those questions.
Our job is to get the right people involved so those questions can be addressed accurately.
What if the employer's broker says they shouldn't do it?
Don't fight the broker. Seriously.
Turning the conversation into "us versus your broker" is usually a terrible strategy.
Instead, find out specifically what concerns the broker has.
Is it compliance?
Implementation?
Plan structure?
Employee communication?
Something else?
Once the actual objection has been identified, bring in the appropriate EHP people to address it.
Facts beat arguments.
Why isn't every employer already doing this?
Because businesses don't instantly adopt every potentially beneficial strategy.
Companies have existing systems, brokers, advisors, payroll processes and ways of doing things.
There's bureaucracy.
There's skepticism.
There's inertia.
Sometimes the biggest competitor isn't another company.
It's:
"We've always done it this way."
That's exactly why knowledgeable Affiliates are needed to create conversations and help employers evaluate something they may not have previously considered.
Are companies already using EHP?
Yes, many employers have implemented EHP.
Current approved employer examples, case studies, participation figures and results can be provided by EHP when appropriate.
Agents should only use company names, testimonials, financial examples and case studies that EHP has approved for public use.
Credibility matters.
We don't need to exaggerate the story to make it interesting.
How is EHP different from other Section 125 programs?
Not every program operating under the broad umbrella of Section 125 is structured identically.
Differences can include benefit design, implementation, administration, employee experience, compliance approach, underlying products and the economics for the employer.
That's why comparisons need to go deeper than:
"Oh, we've seen a Section 125 program before."
If an employer is already evaluating or using another solution, let EHP review it with them and explain the relevant differences.
I've heard about SIMRP and indemnity programs. Is EHP the same thing?
There are multiple strategies in the marketplace that may use Section 125 structures, supplemental benefits, wellness arrangements, indemnity products or other mechanisms.
They should not automatically be treated as interchangeable.
The details matter.
Rather than having an Agent attempt to make a technical comparison, EHP can explain its specific structure and, when appropriate, compare it with another program the employer is considering.
This is another area where accuracy is more important than trying to win an argument.
WHAT HAPPENS TO YOUR
EMPLOYER RELATIONSHIP?
What happens after I introduce an employer?
You don't simply make an introduction and hope something happens.
The opportunity progresses through a defined process.
That typically includes an initial Executive Conversation, Discovery, collection of the necessary employer information, analysis, proposal, decision, onboarding and implementation.
The Agent should remain involved and help keep communication moving throughout the process.
The biggest mistake you can make is assuming somebody else will automatically follow up forever.
Stay engaged. It's your relationship.
Will EHP take over my relationship with employer?
The purpose of bringing corporate resources into an opportunity is to help you advance it…not remove you from it.
Your relationship with the employer is valuable.
EHP's role is to bring the expertise, infrastructure and resources necessary to evaluate and implement the program.
Strong Agents remain engaged with their accounts and continue building the relationship.
Specific account ownership and protection rules are governed by EHP's current Agent Agreement and account-registration policies.
What happens after the company says yes?
That's when implementation begins.
There may be documentation, employee census information, payroll coordination, benefits enrollment, employee communication and other implementation requirements.
The exact process depends upon the employer.
EHP and its appropriate partners manage the technical implementation process while the Agent helps maintain the relationship and communication.
Closing the deal isn't the end.
It's the beginning of the client relationship.
Am I responsible for servicing the account?
You're not expected to become the employer's benefits administrator.
Technical servicing and administration are handled through the appropriate EHP resources and partners.
However, don't confuse "I'm not the service department" with "I can disappear."
If you've developed the relationship, continue the relationship.
Check in. Stay connected.
Know what's happening.
Great account retention usually begins with someone caring about the account after the sale.
BUILDING YOUR EHP BUSINESS
What training do I receive?
EHP provides training designed to help Agents understand the program, identify prospects, communicate the value proposition, create Executive
Conversations and move opportunities through the process.
Training may include live calls, recorded resources, presentations, scripts, support materials and ongoing education.
But there's an important distinction:
Training doesn't build your business. Activity does.
Use the training.
Then go talk to people.
Do you provide scripts and marketing materials?
EHP provides approved resources Agents can use to help create conversations and communicate professionally.
It's important to use current, approved materials…particularly when discussing benefits, financial outcomes, tax treatment or compliance.
Don't invent claims because they sound good.
You don't need hype.
The actual business case is strong enough to get a conversation.
Do you provide leads?
You should enter this opportunity expecting to develop business.
That can happen through existing relationships, referrals, professional networking, strategic partnerships, introductions and direct prospecting.
If lead resources are occasionally made available, consider that a bonus…not your business plan.
The people who tend to do best in B2B sales aren't sitting around waiting for somebody to hand them a perfect lead.
They create opportunities.
What is I don't know any CEOs?
Neither did most people before they started meeting them.
You don't need 500 CEOs stored in your phone.
Start with the people you already know.
Who owns a business?
Who works for a large employer?
Who knows the CFO?
Who works in HR?
Who is a CPA?
Who sells commercial insurance?
Who knows a school superintendent?
Who knows someone who knows someone?
Executive access is often only one or two relationships away.
Learn how to ask for introductions.
Can I do EHP part-time?
Potentially, yes.
But let's define "part-time."
Part-time means you dedicate a certain number of focused hours every week to developing the business.
It doesn't mean you sign an Agent Agreement, put EHP in your LinkedIn profile and wait for checks to appear.
This business rewards conversations, introductions, follow-up and consistent activity.
You can control your schedule. You cannot eliminate the work.
Can I build EHP remotely?
Much of the prospecting, relationship development, presentations and follow-up involved in an EHP business can be done by phone, email and
video conference.
There may also be situations where face-to-face meetings make sense.
You aren't necessarily tied to a physical office or limited to businesses within driving distance of your home.
That gives Agents the potential to build relationships well beyond their local market, subject to EHP's current operating and licensing
requirements.
What if I already have relationships with business owners or employers?
Then you may have a significant head start.
EHP can be particularly interesting for people who already have trusted relationships in the business community.
That might include insurance professionals, CPAs, payroll professionals, consultants, commercial bankers, HR professionals, business advisors,
benefits professionals and other well-connected individuals.
A warm introduction to the right executive can be incredibly valuable.
Can insurance brokers, CPAs, payroll professionals and consultants become Agents?
Potentially, subject to EHP's eligibility requirements, professional obligations, licensing requirements, employer agreements and any conflicts
that may exist.
People in these professions can be particularly well positioned because they already speak with employers and understand business problems.
However, professionals should evaluate whether participating creates any conflict with existing employment, contracts, licenses or fiduciary/professional responsibilities.
THE BUSINESS DETAILS
Are there upfront or ongoing costs to becoming an Agent?
There are no fees to become an Agent with EHP. You can start for free.
Is there an Partner Agreement?
Yes. You should review the current EHP Agent Agreement when you become an Agent.
Read it.
Don't just scroll to the bottom and click "I agree."
Understand compensation, account ownership, compliance requirements, termination provisions, restrictions and your responsibilities as an Agent.
If you're building a business, treat it like a business.
Can EHP change the Compensation Plan?
The rights of EHP and its Agents regarding compensation changes are governed by the current Agent Agreement and Compensation Plan.
Review those documents carefully.
Any business involving ongoing compensation should be evaluated based on the actual contractual language…not simply what someone told you on
a Zoom call.
What could cause me to lose commissions?
Commission eligibility is governed by the current EHP Agent Agreement and Compensation Plan.
Potential issues could include termination, compliance violations, inactive or terminated employer accounts, failure to meet contractual requirements
or other circumstances defined in the agreement.
This is another reason to understand the rules before you start.
Build professionally.
Represent the program accurately.
Follow EHP's compliance requirements.
And know your agreement.
Can I sell or transfer my EHP business?
Any rights to sell, assign or transfer an Affiliate business are governed by the current Agent Agreement.
If building a transferable business asset is important to you, ask specifically about those provisions and review them in writing.
Don't assume.
What happens to my income if I stop actively bringing in new employers?
Existing qualifying business may continue to generate compensation if the applicable requirements of the EHP Compensation Plan and Partner Agreement continue to be satisfied.
However, ongoing compensation rights and any activity requirements are governed by those agreements.
The larger point is this:
Building a book of employer business can be very different from living entirely on your next sale.
That's one of the reasons people find this model attractive.
OBJECTIONS YOU'RE GOING TO HEAR
What are the biggest reasons employers say no?
There are plenty.
"We already have a broker."
"We don't want to change anything."
"Send me some information."
"Our attorney needs to look at it."
"We're too busy."
"Come back next quarter."
"What's the catch"
"This sounds too good to be true."
"We tried something similar."
"We don't want to give you a census."
And sometimes simply: "No."
Welcome to business development.
An objection doesn't necessarily mean the opportunity is dead. Often it means the employer doesn't understand enough yet to feel comfortable
moving forward.
Your job isn't to pressure them.
Your job is to identify the real concern and determine whether it can be resolved.
What if an employer doesn't want to provide a census?
That's understandable.
A census contains information an employer may consider sensitive, and sophisticated organizations aren't going to hand over data simply because
somebody asks for it.
That's why you don't lead with:
"Hi, can you send me your census?"
First create understanding.
Have the Executive Conversation.
Complete Discovery.
Establish credibility.
Explain why the information is needed, what information is required, how it will be handled and what the employer will receive as a result.
The census isn't the first step.
It's a later step in a process that has earned the right to ask for it.
What if they say, "Send me some information"?
You can.
But don't mistake sending information for advancing an opportunity.
Information without context often creates more questions than answers.
A better response is:
"Absolutely. And rather than just dumping a bunch of material into your
inbox, let's spend 15–20 minutes so I can give you some context. Then the
information will actually make sense."
The objective is conversation.
Not brochure distribution.
What if they say, "We already have a broker"?
Great.
You aren't calling to tell them their broker is terrible.
You aren't asking them to fire anybody.
You're introducing an opportunity that may be worth evaluating.
Their existing broker relationship doesn't prevent an executive from looking at an idea that could potentially benefit the company and its employees.
Don't make the broker the enemy.
What if they say, "This sounds too good to be true"?
Don't get defensive.
Say:
"I completely understand why you'd say that. I probably had the same
reaction when I first saw it. That's exactly why we don't expect you to take
our word for anything. Let's walk through how it works, let you ask the
difficult questions and give your advisors whatever they need to properly
evaluate it."
Skepticism isn't necessarily rejection.
Sometimes it's the beginning of due diligence.
IS EHP RIGHT FOR YOU?
Who should NOT become an EHP Agent?
Let's make this easy.
If you're looking for easy money, this probably isn't for you.
If you don't want to prospect, this probably isn't for you.
If you expect somebody else to provide all your leads, make all your calls, do all your follow-up and somehow send you commissions anyway, this
definitely isn't for you.
If you're uncomfortable talking with business owners and executives and you're unwilling to develop that skill, think carefully before joining.
And if you're looking for something where you can do absolutely nothing for six months and suddenly create a huge income...
Keep looking.
That's not what we're offering.
What IS a good fit for EHP?
Someone who sees the value of building relationships.
Someone comfortable talking to businesspeople…or willing to learn.
Someone who follows up.
Someone who understands that large opportunities can take time.
Someone who would rather build meaningful B2B relationships than chase hundreds of tiny consumer transactions.
Someone who understands the value of recurring income.
Someone coachable enough to follow a proven process without constantly reinventing it.
And someone who sees an opportunity and actually DOES something with it.
What does it really take to succeed as an EHP Agent?
Conversations.
That's the business.
Not studying for six months.
Not endlessly tweaking your LinkedIn profile.
Not watching every training video twelve times.
Not waiting until you know every possible answer.
You need enough knowledge to start intelligently.
Then you need to talk to people.
Identify businesses.
Create introductions.
Start Executive Conversations.
Follow up.
Stay organized.
Keep your pipeline moving.
Get better as you go.
The Agent who knows 60% of the information but consistently creates conversations will usually outperform the Agent who knows 100% of the
information and never picks up the phone.
What should I expect during my first 30 days?
Expect to learn…but more importantly, expect to ACT.
Your first month should include learning the basic EHP story, understanding your role, becoming familiar with the approved tools and messaging,
identifying potential employer opportunities and beginning outreach.
You should also start looking beyond your immediate contacts.
Who do your contacts know?
Where can you get introductions?
What professional relationships can you develop?
What employers are already within one degree of separation from you?
Don't spend your first 30 days "getting ready."
Start building.
What's the biggest mistake new Agents make?
Waiting until they feel completely ready.
You'll never know everything.
You'll never anticipate every question.
You'll never perfectly understand every possible employer scenario.
And you don't need to.
Learn the fundamentals.
Stay within your role.
Use the resources available to you.
Get experts involved when appropriate.
Then start having conversations.
Your confidence will grow through experience…not through hiding behind another training video.
Why should I take a serious look at becoming an EHP Agent?
Because very few business opportunities allow you to walk into a conversation where there is the potential to create meaningful value for multiple parties at the same time.
Potential value for the employer.
Potential value for the employee.
And a business opportunity for the person who brings those parties
together.
You're also dealing with employers rather than individual consumer transactions. One relationship can potentially represent hundreds…or even
thousands of participating employees.
Add the possibility of recurring compensation, the ability to work through relationships and introductions, and the fact that much of the business can be conducted remotely, and you can see why people are paying attention.
But none of that means EHP is right for everyone.
Do your homework.
Ask difficult questions.
Read the agreements.
Understand the compensation.
Understand your role.
And then decide.
If it makes sense, don't spend the next six months thinking about it.
Get trained. Make your list. Start conversations. Open doors.
Because ultimately, that's where the EHP opportunity begins.
After reviewing the video & FAQ's, you should have a clear sense of:
What EHP is
How it works
Whether your would like to move forward in exploring it as a business