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The Medicare Gold Rush Is Over. Now It’s About Efficiency

Economic Insider Staff on March 31, 2026

By: Justin Brock

It seems like the entire time I have been building our enterprise in the health insurance distribution and consulting world, we have been told about the SILVER TSUNAMI! Every year, we are reminded that 10,000 people a day turn 65. The data has shown for some time that it would eventually plateau, but it didn’t show that, prior to any bear market driven by a lack of prospect volume, there would be monstrous disruption caused by the salivation of industry executives and entrepreneur wannabes.

Carriers, distributors, and the government have all had a hand in this rapid turn. The sales and marketing world is full of vultures that descend on what they perceive as an opportunity to exploit a market, and what better market to exploit than one where you get to advertise free money in someone’s pocket and get paid to distribute the product. What’s the problem with that? Well, it should be pretty obvious. That marketing and sales hook is attached to someone’s healthcare. Over the last decade, the sale of Medicare Supplements and Medicare Advantage plans transitioned from an agent and broker base primarily comprised of field agents, local brick and mortar offices, and educational resource marketing call centers to virtual reps working from their homes, trained poorly or to intentionally deceive, and fed “inbound calls” generated by bait and switch marketing tactics.

EBroker stocks for companies like GoHealth “GOCO”, eHealth “EHTH”, and SelectQuote “SLQT” plummeted as their client Lifetime Value estimates continued to fall short of their expectations. Carriers kept rolling out marketing incentives and the right hooks to drive this volume, which was not only bad for consumers but ultimately bad for the sustainability of the entire marketplace. For the agents, brokers, and entrepreneurs that had built businesses “the right way” in this industry, it invited scrutiny on their practices that was frankly unnecessary and burdensome more on the ones not causing the issues than it was on the ones responsible almost entirely for them.

And then the nail in the coffin came through Biden’s Inflation Reduction Act. The Part D overhaul proved to be something that many carriers, especially those offering many PPO plans, could simply not afford. Carriers like UCare in Minnesota completely pulled out of the marketplace, shedding 158,000 members. The only other plans in that market decided to close as many enrollment channels as possible and stop paying commissions to avoid taking on all that unaffordable business. This sparked a rapidly evolving marketplace trend in which carriers were pulling out of certain markets altogether and surgically removing commissions in others to prevent enrollment in plans they did not want to grow.

One of the underlying issues with healthcare plans is the strict timelines the government sets for when plans must submit their bids and final bids for the following plan year. Between the final bid and next year’s plan, however, many variables can change, causing these carriers not necessarily to be able to afford the business they previously thought they could. This is where I blame the government for changing too many variables too often. Administrative volley leaves a market controlled heavily by government funding reeling.

The silver lining here is that the first dominoes to fall in distribution have been the ones causing the most problems. We are not in free fall for the industry, but in a massive correction. There is still far too much money flowing through that system for it to fail completely in a short time. So what will happen? Well, over the next few years, we’ll see those who focused on high-quality marketing, education, customer satisfaction/persistency, compliance, and more grow at disproportionate rates, but like anything, eventually the cycle will likely start to repeat itself. The real winners will stick around and double down during the valley.

Citations

UCare Terminates Medicare Advantage Plans for Next Year and Lays Off More Than 140

How Founders Are Navigating Capital Constraints and Economic Headwinds

Economic Insider Staff on March 31, 2026

By: Gesche Haas, Founder & CEO of Dreamers & Doers

There’s no such thing as an “easy” time to be in business, but current economic circumstances certainly make for a particularly complicated moment for founders and leaders. Between tightening access to capital, inflation’s impact on consumer spending, tariffs, and supply chain disruptions, entrepreneurs must be more adaptive and resilient than ever in order to stay in the game.

There’s no simple formula for success when facing today’s combination of financial factors, but leaders who are open to strategic pivots, transparency, and community engagement are finding their footing amid the chaos and staying on track with their biggest goals. Here are a couple of approaches helping founders from the Dreamers & Doers community power growth, even in the volatile economy of 2026.

Overcoming Challenges in Fundraising and Capital Access

As CEO of Sengo, a firm that reimagines fundraising and investing through education, community, and access, Ila Corcoran has seen firsthand the impacts of current financial factors on access to funding. “Our business operates adjacent to many industries, as we support pre-seed to Series A founders and early-stage investors,” she says. “Economic headwinds in 2025 made it harder for businesses to fundraise and for businesses to meet their revenue numbers.”

To combat these challenges, Corcoran and her team have focused on offering educational resources and community as a product, using knowledge to bring in value amidst uncertainty.

At The New Solutions Network, a focus on ethical, non-predatory standards has taken priority as founders contend with tightening capital. According to founder and Chief Strategy Officer Natanya Wachtel, the company fully rebuilt with these principles in mind, codifying new standards for AI, data use, capital, and partnerships directly into their operating and legal frameworks.

“While it was a leap of faith, this clarity became a signal that attracted aligned partners organically, resulting in cleaner deal flow, faster paths to revenue, and greater long-term stability,” Wachtel says.

Managing Shifts in Consumer Spending and Inflation

Funders aren’t the only ones changing the way they approach spending. Consumers are also revisiting their habits, thanks in some part to ongoing inflation. In response, some companies have adapted their pricing strategies and packages.

“We doubled down on our versatility value proposition, ensuring families get maximum value from every dollar spent,” says Kelly Hubbell, founder and CEO of Sage Haus. “We’ve improved retention and client satisfaction while justifying our premium positioning in a cost-conscious market.”

Other leaders have rethought their offerings even more proactively, revising products based on clear feedback from existing clients who indicated inflation was an issue.

“Inflation and shifts in consumer spending made our buyers more cautious about committing to a 12-month coaching community upfront,” says Catalina Parker, co-founder of Relatable Nonprofit. “We introduced three- and six-month membership options to lower the commitment barrier while still giving members access to our program. That change increased conversions and shortened our buying cycle.”

Navigating Supply Chain Disruptions and Tariffs

Companies also faced new friction in recent years thanks to the uncertainty around tariffs. Isabella Rodriguez, CEO of international event agency Super Great Fantastic, has stayed the course by focusing on building transparent relationships.

“In events, we sometimes must plan a year in advance, and with the tariffs affecting everything, it’s hard to track and keep clients’ expectations,” Rodriguez says. “We generally line up our suppliers ASAP. We’ve had relationships with the people we work with for years, and they help let us know when things are changing so we can be armed with that information before sending a budget to a client.”

Rodriguez’s team practices transparent billing, separating vendor costs from the agency fee.

Ellen Hockley learned about the impacts of tariffs and supply chain disruptions the hard way, having closed her second business, an apparel brand, because of challenges around production, manufacturing, and distribution. “I was never able to make the headway needed to build the business, and as it became clear that tariffs were going to be implemented, I knew we would never survive,” she says.

Today, Hockley forges ahead with her consulting business, where these factors are not an obstacle to growth.

Building Community and Trust During Economic Shifts

When in doubt, some entrepreneurs find that building community and doubling down on customer relationships is the best approach to tough economic times.

Amber Chaudhry, who used her background as a pharmacist to found Noori Skincare, opted to prioritize direct community engagement over increasing paid ads. Pop-up events, school events, and face-to-face education with potential customers improved conversion rates, strengthened repeat purchases, and created more loyalty-driven growth. It also saved Noori’s advertising budget during such an unpredictable period.

No matter what’s in flux, entrepreneurs find that one thing always stays the same: the power of face time with potential clients and other contacts.

“I’ve decided to do more in-person networking, meeting as many people as I can in real life,” says Catherine Valega, owner of Green Bee Advisory. “I still blog and host webinars, but I’m adding more live events to my calendar.”

Rooting Everything in Ethical Decision-Making and Long-Term Growth

In periods of economic upset, leaders also find opportunities to think more critically about finances and to reflect on what that means for clients and other stakeholders.

“Capital has increasingly flowed toward hype-driven, extractive models, while organizations handling sensitive behavioral and mental health data are pressured to move fast, monetize aggressively or compromise governance,” Wachtel says of recent reflections at New Solutions Network. “We feel that we are seeing a reckoning around values, trust, and responsibility. Businesses that survive and grow won’t be the loudest or fastest, but the ones willing to define what they will not do as clearly as what they will.”

‍All individuals featured in this article are members of Dreamers & Doers, a highly curated community and PR Hype Machine​​™ amplifying extraordinary women entrepreneurs and leaders through authentic connections, credibility-boosting visibility, and opportunities that accelerate big dreams. (Learn more about membership here.)

Building Through Uncertainty: The Strategies Powering Growth in a Volatile Economy

Economic Insider Staff on March 31, 2026

By: Gesche Haas, Founder & CEO of Dreamers & Doers

Building a business is rarely predictable. In recent years, economic shifts, cultural changes, and market volatility have made growth increasingly complex to navigate. For many founders, the challenge has been learning how to stay resilient while continuing to move forward.

In this feature, Dreamers & Doers members reflect on the headwinds that have made growth more difficult and the strategic decisions they’ve made in response. From rethinking business models to strengthening operational foundations, these leaders share how they’ve adapted in moments of uncertainty.

Their experiences offer a useful perspective that, even in unpredictable times, thoughtful decisions can contribute to stability and may open new paths for growth.

Adapt Your Offering to Current Market Needs

When tackling growth through uncertainty, adaptability is key. Leaders navigating ongoing change have remained open to necessary adjustments in their respective industries. Career strategist and Work Rewritten founder Samantha Alvita, for example, rethought what her prospective customers might need in order to meet them where they are.

“As political, social, and economic uncertainty increased, more of my clients, especially younger professionals, were unemployed and far less hopeful about the future,” she says. “I responded by creating lower-cost templates and written resources that met the moment while still sustaining my business.”

Founder and Executive Director of Superbands, Jessica Sikora, made notable changes to connect with customers as well. The results suggest the potential impact of staying adaptable during unpredictable periods.

“We shifted from traditional mental health programming to a culture-first platform rooted in music and fandom,” she says. “The result has been stronger partnerships, increased engagement, and what appears to be a more sustainable model that may support long-term impact.”

Linda Du’s team at Moola Money has focused on adapting their technology to work with, rather than compete with, the latest advances.

“Against a backdrop of rapid AI adoption and ongoing economic uncertainty, we focused on building an explainable, AI-first product that helps users understand how policy and market shifts affect their personal finance,” the founder says.

Adjust Your Strategic Positioning to Meet the Moment

Empowering clients to withstand change is another key element of the plan for successful leaders and businesses. As founder and CEO of Better Together Agency, Catharine Montgomery created resources to help her customers navigate moments when they want to speak out without getting caught in the political crossfire that often feels inevitable in this climate. This shift also helped her improve positioning for her own business.

“This gave us a clear mission in the market when many agencies were avoiding these conversations,” Montgomery says. “We’ve attracted mission-driven organizations that need help communicating their values without triggering backlash or staying silent when their teams expect leadership.”

Level Up Creators has also adjusted their offerings in the market, focusing on smaller, founder-led businesses instead of prioritizing volume.

“The result was greater revenue predictability, improved client retention, and a business that may be less exposed to short-term market swings,” founder and CEO Amanda Northcutt says of that decision. “Volatile markets reward clarity.”

Let Uncertainty Fuel Innovation

Weathering change does not necessarily mean the end of innovation. Businesses can still pursue industry-shaping initiatives as they navigate periods of uncertainty. Industry change may, in some cases, contribute to innovation and diversification.

Strategic and creative agency Leap year has significantly adjusted their offerings to better serve the business community in difficult times.

“We’re applying our sprint model to more services and ongoing partnerships so we can provide what is needed in this moment, whether that’s a polished custom website or a more streamlined landing page,” founder and CEO Evan Sargent says.

Parity Lab has responded to global and cultural shifts by introducing a paid global fellowship with a sliding-scale model. This move has given the social enterprise the opportunity to test revenue generation alongside philanthropy. It also led to the launch of a new platform and initiative.

“Overall, the funding shock was a jolt that clarified our strategy and accelerated our transition toward a hybrid and more sustainable model,” founder and CEO of Parity Lab Mathangi Swaminathan says.

Choose Steadiness Over Speed

When in doubt, resilience and creativity can play an important role. Leaders at Consider Labs and Go To Market have reflected this in their approach.

“I decided to switch my business from an agency model, where a lot of what we did was content writing, to a leaner model, in which I doubled down on strategy and coaching,” says Chedva Ludmir, CEO and founder of Consider Labs. “This leaner approach also allowed me to diversify both the audiences I cater to and my delivery methods. I’m not relying on just a few clients and have more freedom to explore possibilities.”

They also suggest that resilience does not always mean accelerating growth.

“When tariffs and broader economic uncertainty hit in early 2025, I saw clients hesitate around anything that felt non-essential,” says Amanda Hofman, Chief Swag Officer at Go To Market. “Instead of pushing harder on sales, I chose to slow down and meet people where they were, focusing on steady communication and long-term relationships.”

Invest in Scalable Solutions That Outlast the Crisis

Ongoing success also relies on strategic, scalable thinking. Charmaine Green-Forde, founder and CEO of Chapter tOO, has invested heavily in building proprietary intellectual property that may support growth for the business regardless of the political, social, and economic climate.

“That shift is creating more growth pathways and reducing volatility tied to corporate spending cycles,” Green-Forde says. “This moment is encouraging founders to build more durable, future-ready models. I believe long-term growth may come from businesses that combine human insight with scalable intellectual property.”

‍All individuals featured in this article are members of Dreamers & Doers, a highly curated community and PR Hype Machine™ amplifying extraordinary women entrepreneurs and leaders through authentic connections, credibility-boosting visibility, and opportunities that support ambitious goals. (Learn more about membership here.)

Building for the AI Future: What Founders Are Doing Now

Economic Insider Staff on March 31, 2026

By: Gesche Haas, Founder & CEO of Dreamers & Doers

At the end of 2025, a study by McKinsey found that 88% of organizations reported using AI in at least one business function, up from 78% in 2024 and 55% in 2023. Between this rapid growth in usage, new AI tools launching regularly, and existing platforms on a constant mission to expand offerings, it’s clear that entrepreneurs with big goals may need to prepare to adapt.

Successful integration into the age of artificial intelligence will require creative thinking, operational agility, and a careful and informed perspective on what functions will best complement human expertise. Founders and leaders who are already embracing this technology often show a willingness to ask hard questions or to test things out. As AI evolves rapidly, entrepreneurs may benefit from preparing to do the same.

Keep reading to learn more about the approach some trailblazers from the Dreamers & Doers community are taking to building through the uncertainty and potential opportunities posed by AI.

Embrace AI as a Tool, Not a Replacement

Critics of the ever-evolving AI space cite concerns that artificial intelligence tools will make humans redundant in the workplace, eliminating jobs and taking the creativity out of products and services. These fears may not fully account for one of AI’s notable features, its ability to work with human expertise to potentially enhance results.

“AI is a tool, not a replacement for human experience,” says founder and serial entrepreneur Sydney de Arenas. “In response to the rapid growth of AI, we decided to fully integrate it into everything we do while maintaining strong human oversight where needed.”

Founder and CEO of Ninety Five Media, Emma Tessler, takes a similar approach. While Tessler has opted to use AI to stabilize internal systems and quality control, she’s established strong boundaries around where it doesn’t belong.

“Strategy, brand voice, and community engagement remain human-led,” she says. “The impact has been generally associated with more reliable delivery, stronger client trust, and growth that appears more sustainable rather than reactive.”

Leverage AI for Personalization and Differentiation

As more organizations adopt AI tools, leaders are identifying opportunities to further individualize their own offerings. Founder of Minutiae Content Co., Amanda Lien, for example, has worked to make this part of her brand.

“I repositioned my work as the antidote to generic AI content by emphasizing my ability to craft nuanced, strategic narratives that aim to drive conversions without compromising proprietary information or brand voice,” she says.

Lien’s efforts have contributed to engagements with high-caliber, passionate clients that can develop into stable, long-term working relationships.

For some service-based businesses, in particular, artificial intelligence has the potential to support and complement a company’s business model, offering added value for clients in the process.

“I made AI a core part of my coaching toolkit rather than viewing it as competition,” says Liz Morrison, Story Coach and Narrative Navigator of LM Strategic Storytelling. “This has helped support client results, reinforced the value of human coaching, and helped differentiate me from coaches who either ignore AI or fear it.”

Enhance Operational Efficiency and Resilience With AI Tools

Embracing AI has the potential to offer practical benefits as well. Finding ways to do so may free founders up to focus on new projects and opportunities without losing a handle on operations. QINTI helps small and traditional businesses implement practical automation that can strengthen day-to-day functions.

“In volatile economies, the businesses that survive are those that simplify,” says QINTI co-founder and CEO Cynthia Hellen. “Our work sits at the intersection of technology and operational clarity, helping founders make strategic decisions that may help reduce friction, conserve resources, and build greater resilience into their core systems.”

Bright Business Innovation founder Ashley Brodfuehrer has seen positive outcomes as a result of using artificial intelligence to anticipate market shifts, test business strategies, and support resilience efforts. As emerging tools handle this kind of scenario planning, the team can focus on building and evolving, even in the face of shifting consumer expectations.

Adapt Marketing and Communication Strategies

Success in the transition to AI also depends on clear, transparent communication with clients.

“We adjusted our marketing to better communicate our human-first approach, and prospects are beginning to understand that difference,” de Arenas says.

Marketing that clearly communicates a company’s approach to AI, as well as where and how much it continues to rely on human employees, is honest and informative, which may help audiences make more informed decisions as technology continues to rapidly change. It can also contribute to building trust with clients.

The proliferation of AI marks a significant shift for many businesses, but it doesn’t necessarily have to lead to negative outcomes. Many leaders, in fact, are already demonstrating ways to adapt. With the right approach, organizations of all sizes may find opportunities to benefit from these tools.

“I operate from the mindset that these challenges will always exist, so I focus on adapting and moving forward rather than sitting in the problem,” de Arenas says. “As entrepreneurs, that’s important no matter what we’re facing.”

‍All individuals featured in this article are members of Dreamers & Doers, a highly curated community and PR Hype Machine™ amplifying extraordinary women entrepreneurs and leaders through authentic connections, credibility-boosting visibility, and opportunities that accelerate big dreams. Learn more about membership here. (Learn more about membership here.)

How Wine Tariffs Are Changing Menus Across U.S. Hospitality

Economic Insider Staff 2 on March 31, 2026

Wine Tariffs are reshaping how restaurants, hotels, and bars across the United States structure their beverage programs, as rising import costs continue to influence pricing, sourcing, and menu design.

Wine Tariffs Push Restaurants to Rethink Menus

Recent tariff measures affecting imported wines, particularly from Europe, have begun to alter purchasing decisions across the hospitality sector. Operators are responding to higher landed costs by reassessing long-standing supplier relationships and adjusting wine lists to maintain margins.

Industry reporting indicates that restaurants and retailers have already started reducing reliance on certain imported wines that have become more expensive due to tariffs. Some venues have removed specific labels entirely, while others are limiting inventory to control exposure to fluctuating costs.

These adjustments are not isolated to independent establishments. Beverage programs across multiple segments, from casual dining to upscale hospitality, are being recalibrated to reflect changing import conditions and cost structures.

Rising Costs Reshape Pricing and Availability

Wine tariffs have contributed to noticeable price increases across imported wine categories. Verified industry reporting shows that retail prices for European wines increased by approximately 5% to 12% in the previous year, with further increases expected as tariff pressures continue.

For hospitality operators, these increases translate into tighter margins. Many establishments are making strategic pricing adjustments, including incremental increases on by-the-glass and bottle offerings. Others are restructuring their lists to focus on wines that offer more stable cost profiles.

In some cases, operators are choosing to reduce the number of imported selections available to guests. This is particularly evident in venues that rely on predictable pricing to maintain consistency across menus. The result is a more selective approach to imported wines, with greater emphasis on cost control and supply reliability.

Domestic Wines Gain Greater Visibility

As wine tariffs influence sourcing decisions, domestic wine producers are gaining increased visibility on restaurant menus. Operators are turning to U.S.-produced wines as a practical response to shifting import economics.

This shift is being reflected in expanded representation of domestic regions across wine lists. Restaurants are highlighting American wines not only for pricing stability but also for logistical advantages, including shorter supply chains and reduced exposure to international trade variables.

The growing presence of domestic wines is also shaping how beverage programs are presented to guests. Many operators are repositioning their offerings to emphasize regional identity, production transparency, and consistency in availability.

Menu Strategies Adapt to Changing Conditions

Wine tariffs are also influencing broader menu strategies beyond wine selection. Beverage directors and chefs are adapting by diversifying pairings and expanding options that align with evolving cost structures.

Recent industry data points to increased attention on alternative beverage categories, including non-alcoholic offerings, which continue to gain traction in hospitality settings. These options provide flexibility for operators managing fluctuating wine costs while maintaining variety for guests.

Some venues are also adjusting portion strategies, such as offering smaller pours of higher-cost wines, allowing premium selections to remain available without requiring significant price increases. This approach enables operators to balance guest expectations with operational constraints.

Additionally, menu design is becoming more dynamic, with more frequent updates to reflect pricing changes and supplier availability. This marks a shift away from static wine lists toward more adaptable beverage programs.

Independent Operators Face Greater Pressure

Wine tariffs have drawn concern from industry groups representing restaurants, bars, and importers. Smaller, independent operators are often more exposed to cost increases due to limited purchasing power and fewer opportunities to negotiate pricing.

Industry statements in recent months have highlighted the disproportionate impact on small businesses, noting that tariffs on imported wines and spirits can increase operational strain in an already competitive environment. Unlike larger chains, independent venues may have less flexibility to absorb cost increases without adjusting prices or reducing offerings.

This environment has led some operators to streamline their wine programs, focusing on fewer selections that can be consistently sourced and priced. Others are strengthening relationships with domestic distributors to stabilize supply.

Trade Policy Continues to Shape Hospitality Trends

Wine tariffs remain part of a broader trade landscape that continues to evolve. Policy decisions related to tariffs are tied to ongoing negotiations and economic considerations, with implications that extend across multiple industries, including hospitality.

Recent federal actions have maintained tariff measures on certain imported goods, including alcoholic beverages, contributing to ongoing uncertainty for businesses that rely on international supply chains. As a result, hospitality operators are adopting more cautious procurement strategies.

The effects of these policies are visible not only in pricing but also in how menus are structured and how suppliers position their products in the U.S. market. Importers, distributors, and producers are all adjusting to align with current trade conditions.

Long-Term Impact on U.S. Dining Culture

Wine tariffs are influencing more than pricing and sourcing—they are shaping the broader dining experience. As imported wines become less prominent in some venues, guests are being introduced to a wider range of domestic options.

This shift is gradually redefining expectations around wine selection in U.S. hospitality. Operators are placing greater emphasis on adaptability, ensuring that beverage programs can respond to ongoing changes in trade policy and supply conditions.

At the same time, the evolving landscape is encouraging experimentation within menus. Restaurants are exploring new ways to present wine and beverage offerings, balancing tradition with practicality in a changing economic environment.

The trajectory of wine tariffs will continue to influence how hospitality businesses operate, from procurement to pricing and guest experience. As trade policies develop, the industry remains focused on maintaining stability while navigating an increasingly complex global market.

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