The Employer Contract Playbook

The PE-backed context

The 60% number isn't sitting still. It's being actively contested.

Premise Health and Crossover Health merged in March 2026 into a roughly $2B employer primary-care company running about 900 centers, and they're aggressively pursuing the same local employers you'd want.[^2] Health-system concierge programs at Northwell, University Hospitals, Endeavor, and Inova are expanding through the same channel.[^3] Curative, an insurer, is cold-calling Texas DPC practices with network deals at 75 to 90% of Medicare rates that ban membership fees.[^4]

That's the competitive frame. The independent DPC has one structural advantage the PE-backed players can't copy: a real doctor, in town, who answers their phone. But that advantage has to show up on the page where a benefits manager is making a five-minute judgment, or it doesn't show up at all.

The window to lock in local employer contracts before the national consolidation pass moves into your market is open right now. Likely for another twelve to eighteen months. Practices that build the employer-recruiting page this year keep their lane. Practices that don't will be competing with a 900-center network for the same HR calendars in 2027.

The page is the lock-in.

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Why most DPC sites can't close this conversation

When a benefits manager lands on a typical DPC homepage, three things go wrong in the first thirty seconds.

Failure 1: There's no page for them.

The site has a Home, an About, a Services or Membership, and a Contact. No /employers. No nav link that says "For Employers" or "For HR." The benefits manager has to guess that the membership page also applies to a 40-employee group, which it doesn't, and they bounce. The audit pattern is consistent: most DPC sites don't have a discrete employer page at all. The ones that win employer contracts almost always do.

Failure 2: The language is patient-facing.

Even on sites that have a token employer mention, the copy is written for a patient. "Unlimited visits." "Same-day appointments." "Direct access to your doctor." Those phrases describe a benefit a patient receives. They do nothing to answer a benefits buyer's actual question, which is: what does this cost per employee per month, and what does it save us per employee per year?

Failure 3: The ROI isn't shown to the employer.

A benefits manager has to walk into a finance meeting and say "we should add this." That meeting runs on numbers. If the page doesn't put the numbers in front of them, in language a CFO recognizes, the conversation dies before it starts. Most DPC sites never put a single dollar figure into employer terms.

Those three failures aren't a website problem. They're a positioning problem the website expresses. Fix the positioning, and the page falls out.

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The six components, in one page

An employer-recruiting page that closes contracts has six components. Not five. Not seven. These are the ones that the pages currently winning these deals have in common, and that the pages losing these deals are missing.

1. The dedicated page. A discrete URL, reachable from the nav, written for the employer buyer.
2. The ROI math in employer language. Cost per employee per month against what DPC reduces, with a worked example a CFO can read.
3. Proof from existing employer clients. Named logos where you have them, honest scarcity where you don't.
4. The objection answers. The three to five questions every benefits buyer brings, answered before they ask.
5. The implementation map. A visual of the rollout from first call to enrolled employee, with your actual capacity stated.
6. The booking CTA designed for HR. Different language than the patient-side Meet & Greet. A 20-minute call to walk through their rollout, not a clinical intake.

Each one has a job. Each one earns its spot or comes off the page. The next seven sections take them in order.

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Component 1, The dedicated page

A discrete URL. /employers, /for-employers, /business, /benefits-partners. Pick one and own it.

The page is reachable from the top nav, not buried two clicks down. The nav link reads "For Employers" or "Employer Plans," not "Business" (which a patient might assume is about hours of operation). The page is indexed and is the first result when someone searches your practice name + "employers."

The structural rule: the page exists for one reader and one only, the person responsible for choosing benefits at a local company. Everything on the page either answers a question they have or moves them toward booking the next call. No patient testimonials about how friendly the receptionist is. No long About-the-doctor backstory. The benefits manager is shopping infrastructure, not relationships, in the first thirty seconds.

Antioch Med in Wichita does this cleanly. Their /employers page is a discrete URL reachable from the main nav, segments employers into "currently offering health benefits" vs. "not currently offering benefits," and routes each to a tailored solution.[^5] It's the cleanest exemplar in the public DPC space right now. The structural choice (one page, one reader) is the part to copy.

What the page doesn't have to be: long. Two to three scrolling screens of focused content beats a sprawling treatment. The dedicated page is the bouncer at the door, not the dinner.

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Component 2, The ROI math in employer language, part 1

This is the component most DPC sites get wrong, and the one a benefits buyer cares about most.

The owner reads the page in owner language: "we charge $100 a member a month, the panel sees better outcomes, members love it." The benefits buyer needs that same fact translated into the language they'll use in their next finance meeting.

Owner language to benefits-buyer language, the translation:

The page shouldn't print the left column. It should print the right column. The owner reads this product in the language of the panel and the membership. When the owner publishes the page, the page speaks in PEPM, utilization, and total cost of care.

The defensible PEPM band. Based on Massive Impact's independent research of the US DPC market, the public employer PEPM band for solo and small-group DPCs runs roughly $55 to $160, with most practices clustering between $75 and $100.[^6] That's the math a benefits buyer can take to a CFO: "we're looking at a primary-care line item somewhere between $900 and $1,200 per employee per year, against typical employer health spend of $9,000 to $13,000 per employee per year."

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Component 2, The ROI math in employer language, part 2

A worked example. Illustrative, not a guarantee.

Take a 40-employee company in your local market that currently offers a self-funded plan with average employer health spend around $11,000 per employee per year.

The DPC line item, at $95 PEPM:

• $95 × 12 months × 40 employees = $45,600 per year added cost

What DPC has been documented to reduce in the published employer-side literature, in the same population:

• Urgent-care utilization. Most primary-care urgent visits absorbed by the DPC, freeing them from the claims pool.
• Time-off for medical appointments. Same-day access, shorter visits, often telehealth instead of clinic.
• Specialty referrals filtered through a primary-care doctor who has the time to manage the case, reducing the referral rate.
• Pharmacy spend on the items the DPC dispenses at wholesale.

The third-party benefits-advisor estimate cited in the published Hint case study for one specific renewal: roughly 30% savings on total plan costs for a comparable employer group.[^7] That's a single advisor's claim about a single renewal. Don't print it as a benchmark. Print the math behind your own practice.

For a 40-employee company at $11,000/employee/yr × 40 = $440,000 baseline:

• $45,600 added DPC cost
• Even a conservative 10% reduction on the remaining spend ($394,400 × 10% = $39,440) nearly offsets the line item.
• A 15% reduction nets the employer ~$13,000 in year-one savings, with the soft benefits (retention, recruiting, employee satisfaction) on top.

Frame it on the page as illustrative. Show the math. Invite the benefits buyer to plug in their own numbers on the call.

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Component 3, Proof from existing employer clients

The benefits buyer's next question after the math is: who else is doing this?

If you have employer clients, name them.

The logo wall is the single strongest asset on this page. Simplified Health DPC in Rogers, Arkansas runs a thirteen-logo wall of named employers (Chick-fil-A, Amerecon Security, The Cleaning Authority, blu DTR, AtWork, Dupré, Arrowhead Boat Sales, Defender Pest Control, and others) on their /employers page.[^8] Each logo is a falsifiable claim: a benefits manager can call any of those companies and ask. That's exactly the credibility a stranger can't manufacture.

If a named employer is willing to film a short testimonial, that's the second-strongest asset. Simplified Health has a 90-second video from Amerecon Security's owner on their page.[^9] One real employer on camera beats any number of marketing claims.

If you don't have employer clients yet, say so.

The strongest move when you're early is honest scarcity, not invented proof. The line on the page reads something like:

Our employer book is early. We have two employer clients currently active, both happy to take a reference call. Email us and we'll make the introduction.

That sentence does three things at once. It tells the benefits buyer you're not pitching them a track record you don't have. It offers a concrete reference path. And it signals that you treat the relationship as worth a personal introduction, which is exactly what a benefits buyer wants from a local DPC and can't get from a 900-center PE-backed network.

The temptation when you're early is to inflate. Resist it. Benefits buyers ask their peers, and an inflated reference dies the first time someone calls one of the companies on your logo wall and gets a confused front desk.

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Component 4, The objection answers, part 1

Every benefits buyer brings the same three to five questions to the first call. Answering them on the page saves the call from being spent on them.

These FAQs are written for the benefits buyer, in their language. When the owner reads this section, owner-language. When the owner copies it to the page, benefits-buyer language.

Q: How does DPC work with our existing health plan?

DPC sits alongside the existing health plan. It doesn't replace medical insurance. Most employer DPC arrangements pair a self-funded or high-deductible plan with the DPC membership: the plan covers catastrophic care, hospitalization, and specialty; the DPC covers everything an employee uses primary care for. The two structures complement each other; the DPC layer reduces utilization on the insurance layer.

Q: Is this HIPAA-compliant?

Yes. A DPC practice is a healthcare provider subject to HIPAA. The employer isn't given access to employee health information. The employer contracts for membership coverage, similar to any other benefit; the clinical relationship stays between the employee and the doctor. Standard business associate paperwork applies where data flows through any third-party vendor.

Q: What happens if an employee leaves the company?

Two options, written into the contract: the membership ends with the employment, or the employee has a window (typically 30 to 60 days) to convert to a personal membership at the standard rate. Most employers want the simple "ends with employment" option. The page states the practice's default and notes that it's adjustable in the contract.

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Component 4, The objection answers, part 2

Q: Can you handle a group of our size?

The honest answer goes on the page, not on the call. A solo DPC has a panel ceiling, typically around 600 patients in the modern DPC model. If you're a solo practice with 400 patients on the panel today, you can absorb 50 to 100 employees, not 300. State that on the page directly. "Current panel capacity for new employer-sponsored members: ~75 lives. Larger employer groups can be served through Hint Connect's network of vetted DPCs in your area."[^10]

Capacity honesty does two things. It tells the benefits buyer you're not selling them a service you can't deliver, which is the single most disqualifying signal in benefits buying. And it positions you cleanly against the PE-backed competitor, which can absorb 300 lives but can't promise the employee will see the same doctor in eighteen months.

Q: How does billing work?

One invoice per month, per employee, paid by the employer. ACH or card on file. No claims, no co-pays at point of care, no out-of-pocket reconciliation. The simplicity is itself a selling point. State on the page: "Single monthly invoice. ACH preferred. No claims processing, no co-pay collection, no reconciliation overhead for your HR team."

Q: What about employees in other cities?

If you're single-location, say so plainly. "Members must be able to reach our Springfield office for in-person visits. Telehealth supplements in-person care, doesn't replace it." If you've joined a multi-practice network like Hint Connect, name it and the geographic reach it gives the contract.

The pattern: every question gets a paragraph. No marketing fluff. The benefits buyer is a professional reading the page like a contract; treat the page like the first draft of one.

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Component 5, The implementation map

The benefits buyer doesn't just want to know it works. They want to know what their next sixty days look like if they say yes.

A short visual on the page, three to five steps, with realistic timing:

Step 1, Discovery call (week 1). A 20-minute call between the practice and the benefits buyer. Walk through the employer's current plan structure, employee count and demographics, geographic distribution, and the practice's capacity. The output of the call is a yes/no on whether the fit makes sense to take to a proposal.

Step 2, Proposal and contract (weeks 2 to 3). A written proposal with PEPM, contract term (usually annual), employee eligibility rules, exit terms, and the implementation timeline. Standard B2B contract review on the employer side, usually two weeks.

Step 3, Employer announcement (week 4). The employer announces DPC as a benefit to employees, with materials the practice supplies (a one-page benefit explainer, a short video from the doctor, an FAQ). The practice provides a dedicated enrollment URL.

Step 4, Open enrollment window (weeks 5 to 7). Employees sign up through the enrollment URL. The practice books group Meet & Greet slots for the first wave. Typical adoption in year one runs anywhere from 20% to 70% depending on plan-structure incentive (full-employer-paid drives the higher end).

Step 5, Ongoing care (week 8 onward). Members are active. Monthly billing runs to the employer. Quarterly check-ins between the practice and the benefits buyer to review utilization patterns and feedback.

Antioch Med's published case study with a multi-state distribution-company client cites a seven-week implementation, end to end, with 343 lives enrolled and roughly 70% adoption when counting dependents.[^11] That's a useful upper-end benchmark, achieved through Hint Connect's syndication across fifteen DPC practices. Your own timeline scales with your size; the structure is the same.

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Component 6, The booking CTA designed for HR

The patient-side CTA on a DPC site is the Meet & Greet: "Come in, meet the doctor, see if we're a fit." It's clinical, personal, low-friction.

The employer-side CTA is a different conversation, and the language has to signal that.

What the button doesn't say: "Book a Meet & Greet." "Join the practice." "Become a member." Those are patient phrases. A benefits manager reading them assumes the page wasn't built for them, and bounces.

What the button says: "Book a 20-minute call to walk through your employer rollout." Or: "Schedule a benefits-fit call." Or: "Talk to us about your group."

The form behind the button asks for the benefits buyer's information, not a patient intake:

• Name and role (HR Director, Benefits Manager, CFO, Owner)
• Company name and approximate employee count
• Current benefits structure (self-funded, fully insured, none, considering)
• Geographic footprint
• One open field: "What's prompting the conversation right now?"

The confirmation page sets expectations for the call: this is a fit conversation, not a clinical visit. The benefits buyer leaves the page knowing exactly what the next 20 minutes will look like, what they should bring (employee count, current PEPM if known, geographic data), and what the call will and won't cover.

That single shift in CTA language is often the difference between a benefits manager clicking through and a benefits manager closing the tab. The page can be perfect up to this point and lose the deal on a Meet & Greet button.

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What this page is not

A note on lane discipline, because the temptation to overbuild this page is real.

This page is not a sales pitch in three minutes. The benefits buyer isn't deciding on the page. They're deciding whether to take a call. The page has to be enough to earn the call, not enough to close the deal.

This page is not a tab on the membership page. "We also work with employers" as a footnote on the patient-side page does nothing. The benefits buyer needs a discrete page with discrete URL, indexed separately. Anything less reads as an afterthought.

This page is not a generic "we work with employers" line in the footer. Footer mentions don't get read. The page has to be in the nav, with its own URL, with its own copy.

This page is not a how-to guide for HR. The benefits buyer knows how their job works. You don't have to teach them about self-funded plans or claims utilization. You have to show them what DPC does to their existing structure and what the math says.

This page is not the end of the conversation. It's the start. The page exists to move the benefits buyer from the website to a 20-minute call. Everything beyond that lives in the call, the proposal, and the contract.

Capacity-honest is the discipline that holds all of the above. A solo DPC with one provider can't run a 200-employee contract on day one. The page is what gives the practice the standing to say so without losing the deal, by surfacing the network or the second-provider plan that gets the employer to grow into a larger contract.

If your panel growth has stalled because the second provider is sitting at 90 patients while you're at 600, the employer lane plus a site built for multi-provider scale is the combination that fixes both. The next product in this library, The Second-Provider Problem, walks that case through end to end. See it at winmassiveimpact.com/dpc-zoom-call?utm_source=library&utm_medium=pdf&utm_campaign=modern-dpc-2026&utm_content=c3-to-c4 and we'll send the companion product.

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Next step

About Massive Impact.

Massive Impact builds websites for modern DPC practices, the practices growing into longevity, GLP-1, hormones, and the cash-pay services patients are asking for. The employer-recruiting page in this playbook is one of the modules built into every DPC Growth Site we ship. Six components, in the right order, written for the right buyer, with the math and the capacity language already in place.

The next step.

If you've read this far, you already know whether your current site can close an employer conversation. If it can't, the question is how fast you want it to.

Book a 20-minute call. We'll walk through your current employer-facing infrastructure, what's missing, and what the build looks like for your practice. No pitch deck, no slide show. The doctor's site, the math, and the gap.

winmassiveimpact.com/dpc-zoom-call

Or email Piyush directly: [email protected].

The local employer contracts in your market are being signed right now. The page is the lock-in.

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Sources

[^1]: Hint Health, 2026 Trends Report. The 60% figure for employer-funded DPC memberships is reported in the 2026 edition. Hint Health publishes the annual report at hint.com. See also Hint blog coverage of employer-contract growth trends at blog.hint.com/data-driven-growth-how-dpc-practices-win-retain-employer-contracts.

[^2]: DPC Insider, "Premise + Crossover Merger: Employer Primary Care," 2026-03-23. dpcinsider.com/blog/2026-03-23-premise-crossover-merger-employer-primary-care.

[^3]: DPC Insider, "DPC 80% Growth, Corporate Consolidation," 2026-04-03. dpcinsider.com/blog/2026-04-03-dpc-80-percent-growth-corporate-consolidation. Health Affairs study cited: corporate-affiliated DPC sites grew 576% from 2018 to 2023; independent ownership share dropped from 84% to 60% over the same window.

[^4]: DPC Insider, "Curative DPC Network Pitch, Texas," 2026-05-19. dpcinsider.com/blog/2026-05-19-curative-dpc-network-pitch-texas.

[^5]: Antioch Med, /employers page. antiochmed.com/employers. Cross-validated by founders Dr. Brandon Alleman and Dr. Nick Tomsen in My DPC Story, Episode 119. mydpcstory.com/post/episode-119.

[^6]: Massive Impact's independent research of the US DPC market (n = 2,468 unique practices, 3,734 records, 108 fields, as of May 2026). The underlying research is available as a licensed dataset on request. Contact [email protected] or winmassiveimpact.com/request-research. The PEPM band cited reflects practices in the dataset with publicly disclosed employer pricing.

[^7]: Hint Connect case study, Antioch Med + Candid Health Advisors + E Powered Benefits. The ~30% savings figure is attributed to Molly Breitenbach, COO, Candid Health Advisors, describing a single benefits-advisor renewal of a comparable plan structure. hint.com/case-studies/antiochmed-cha. Vendor-published case study; cite to source, do not paraphrase as a population-level benchmark.

[^8]: Simplified Health DPC, /employers page. simplifiedhealthdpc.com/employers. Logo wall in the "Community Partners We Serve" section confirms each named employer as of May 2026.

[^9]: Amerecon Security testimonial video, hosted on the Simplified Health DPC /employers page. vimeo.com/1055715930.

[^10]: Hint Connect is Hint Health's network-syndication product, enabling a DPC practice to serve employer-sponsored members in geographies the practice doesn't itself cover, by routing those members to vetted DPCs already in the network. See the Antioch case study referenced in note 7 for an example of a 15-practice, 18-locale syndication for a single distribution-company contract.

[^11]: Hint Connect case study, Antioch Med + Candid Health Advisors + E Powered Benefits. The 7-week implementation timeline and 343-lives enrollment figure are reported in the Hint-published case study at hint.com/case-studies/antiochmed-cha. Numbers are vendor-published; cited to source.

License the research. Massive Impact's underlying DPC-market dataset (n = 2,468 unique practices, 3,734 records, 108 fields, as of May 2026) is available as a licensed dataset on request. Email [email protected] or visit winmassiveimpact.com/request-research.