Intelligent Targeting
- 40% of a typical MA book creates net value in the Belle program
- Visit dosage varies based on member risk (lower risk members may have 1 visit a year, while high risk up to 12)
- Belle manages all member outreach
Smart healthcare is foot-powered.
In-home medical pedicures for your complex members.
Reduces Total Cost of Care
TCoC Savings PEMPY
Delights + Retains Members
Reduced Disenrollment
Drives Care Engagement
+0.68 RAF PEMPY
Delivers Guaranteed ROI
Guaranteed
Our discovery
Belle’s journey into healthcare was unplanned and unexpected
2014
Founded as an in-home salon & spa service
Not originally meant for healthcare, Belle launches a tech marketplace that delivers in-home hair, massage, nail and other wellness services.
2016
Seniors take over and demand pedicures
Seniors quickly become the largest demographic, demanding regular pedicures. Two key learnings emerge:
- ⅓+ of seniors can no longer reach or see their feet
- ⅓ of diabetes spend is driven by foot ulcers and amputations alone - 85% of which are preventable
2019
Belle launches its first health plan partnership
Free ‘medical pedicures’ are wildly popular with health plan members across all ages, genders and backgrounds
Belle expands across multiple states and clients
2023
The feet predict!
Furthest from your central nervous and circulatory systems, feet are often first to deteriorate and manifest imminent systemic health issues. This makes the foot the perfect predictor of your overall wellness.
Your feet tell us where you’ve been and where you are going.
Today
Outcomes guaranteed through intelligent data science
The data from our 250k+ visits allow us to accurately predict issues, identify at-risk members and determine optimal utilization.
“I love this program. It’s because of this program I’d never leave my health plan.“
Member, South Florida
How we partner
Implementation requires a data feed which jumpstarts our predictive targeting model. We take care of the rest.
Partner Data Feed
Partners provide Belle with a data feed of eligibility, claims, pharma, labs, and more.
Targeting Model
Belle’s predictive model identifies which members are at-risk and most likely to be value accretive to the program
In-home Visit
Bell conducts outreach to at-risk members with 40%+ enrolling. Our in-home data collection flow back to the predictive model, determining future visits and utilization.
Case Management
27% of members receive Belle case management / care coordination to prevent emerging health issues.
2x-4x ROI
Joy for members. Savings for our partners.
Member Engagement
- Members love the service and the halo effect is real
- Our partners consistently experience an average 25% reduction in voluntary disenrollment – members do not want to lose access to the Belle service
- 95% share a positive Belle/partner experience with family or friends
Value Creation
- Prevalent and costly episodes like ulcers, amputations, cellulitis, open wounds are all measurably prevented
- SDoH and other emerging ‘above the knee’ issues are identified
- Our clinicians’ care coordination drive value added in-home wellness assessments, annual physicals and other important care interactions
Case studies & research
See our value come to life in these real case studies
Engage
Belle’s targeting model identifies an at-risk member who admits “today is the first time ever in my life I let someone touch my feet!”
Prevent
A member’s first appointment results in important discoveries. Belle’s clinical team jumps into action, ensuring immediate and proper care is received.
Delight
Deft Research found that members who've tried Belle rank it the #1 supplemental benefit, above OTC allowance
of targeted members enroll
2x – 3x the average program engagement
in-home visits to-date
Our experience allows us to predict and drive outcomes
of members rebook
Members gladly invite us back into their home
of visits reviewed by clinician
Clinical oversight and safety are critical to outcomes
of members have a clinical case opened
We reduce spend by discovering a high rate of serious issues
Our innovators
Armand Lauzon
Chief Executive Officer
Armand’s career spans consulting, PE and venture capital. Leveraging his experience in strategy and consumer behavior, Armand identified the foot care marketplace trends and successfully led Belle’s healthcare transformation.
Eli Goldberg
VP of Data and Innovation
Eli’s distinguished leadership spans roles at Novartis, Current Health, and CVS. Notably, he spearheaded Aetna’s analytics team for the world’s largest diabetes program, achieving remarkable cost savings of $250M in 2021 alone. Eli now brings his expertise to drive innovation at Belle.
Rufus Howe
Advisory Board Chair
Author, innovator, clinician. Rufus Howe is the pioneer in population health management, founding the first diabetes program in 1983 with the US military. Over the years, Rufus has designed programs for McKesson, multiple Blues, Healthways, Cigna/Healthspring, and Xerox Health Services. Rufus orchestrated Belle’s transformation from salon & spa service to healthcare solution.
Alison Finck
Chief Operations Officer
Alison has a background in financial services and health plan strategy consulting. Leveraging her financial acuity and healthcare insights, she has pioneered operational innovation, integrating cutting-edge technologies and patient-centric models. Alison’s transformative leadership is shaping Belle as a beacon of innovation, emphasizing personalized care at scale.
Bradford Winfrey
Chief Technology Officer
Bradford’s 20+ year career in technology spans the healthcare, marketing and fintech industries, architecting reliable, secure and scalable platforms.
Victor Villagra, MD
Former National Medical Executive, Cigna
Dr. Villagra served as National Medical Executive at CIGNA HealthCare with responsibilities for population health, technology assessment and health plan quality accreditation. He is past president of the Disease Management Association of America. He has served as an
Molly Srour
Principal Data Scientist
Molly’s career has focused on leveraging data science to achieve clinical and business impact, with rich experience in healthcare and genomics from roles at Gatehouse Bio, Aetna, and OneOme. At Belle, she utilizes machine learning to enhance member targeting and reduce medical costs, continuing her commitment to merging technical innovation with tangible health solutions.
Shawn Albert
Director of AI & Innovation
Shawn combines his extensive technical expertise and enthusiasm to innovate and scale data science products that decrease costs and improve health outcomes for our clients. His career includes senior data scientist and engineering roles at Healthfirst, Aetna, and HCSC (BCBS of IL, MT, NM, OK, and TX).
FAQs
What is your network coverage?
Belle’s network covers six states. New geographies can be up and running in just 60 days even with as few as hundreds of target members.
How do you contract with partners?
We contract in a variety of ways including a clinical/quality program, through an existing routine foot care benefit or a dedicated supplemental benefit.
Who are your nail techs and what is their background?
Nail technicians are licensed by state boards and undergo extensive background checks. They receive immersive training, examination and preceptorship before fieldwork, at which point they become ‘Belle Technicians’. Belle Techs are employees (not contractors) and receive a continuous feedback loop on each appointment's performance as well as ongoing continued education from our clinical staff.
How do you ensure member safety?
All employees are thoroughly background checked before employment. Members have an opportunity to rate their appointment on a 1 to 5 scale after each appointment. Every score of 3 or lower is investigated.
Who is most likely to benefit with the Belle program?
Through a variety of data inputs, our predictive model outputs members who are most likely to benefit from the program and be accretive to partner ROI. Member characteristics typically include diabetes, CKD, neuropathy, vascular disease and a history of foot complications. Belle serves both Medicare and Medicaid members.
It brings a smile to my face when I think of Belle at my door.
Member, Kansas City
- Andrew J.M. Boulton, David G. Armstrong, Stephen F. Albert, Robert G. Frykberg, Richard Hellman, M. Sue Kirkman, Lawrence A. Lavery, Joseph W. LeMaster, Joseph L. Mills, Michael J. Mueller, Peter Sheehan, Dane K. Wukich; Comprehensive Foot Examination and Risk Assessment: A report of the Task Force of the Foot Care Interest Group of the American Diabetes Association, with endorsement by the American Association of Clinical Endocrinologists. Diabetes Care 1 August 2008; 31 (8): 1679–1685. https://doi.org/10.2337/dc08-9021
- Lavery LA, Peters EJG, Armstrong DG. What are the most effective interventions in preventing diabetic foot ulcers? Int Wound J 2008;5:425–433.
- Iraj B, Khorvash F, Ebneshahidi A, Askari G. Prevention of diabetic foot ulcer. Int J Prev Med. 2013 Mar;4(3):373-6. PMID: 23626896; PMCID: PMC3634178.
- Wu SC, Driver VR, Wrobel JS, Armstrong DG. Foot ulcers in the diabetic patient, prevention and treatment. Vasc Health Risk Manag. 2007;3(1):65-76. PMID: 17583176; PMCID: PMC1994045.
- Soyoye DO, Abiodun OO, Ikem RT, Kolawole BA, Akintomide AO. Diabetes and peripheral artery disease: A review. World J Diabetes. 2021 Jun 15;12(6):827-838. doi: 10.4239/wjd.v12.i6.827. PMID: 34168731; PMCID: PMC8192257.
- Centers for Disease Control and Prevention. Chronic Kidney Disease in the United States, 2019. Atlanta, GA: US Department of Health and Human Services. Centers for Disease Control and Prevention; 2019.
- American Diabetes Association. Economic costs of diabetes in the U.S. in 2012. Diabetes Care 2013;36:1033–1046
- Singh N, Armstrong DG, Lipsky BA. Preventing foot ulcers in patients with diabetes. JAMA 2005;293:217–228
- Margolis D, Malay DS, Hoffstad OJ, et al. Incidence of diabetic foot ulcer and lower extremity amputation among Medicare beneficiaries, 2006 to 2008 [article online], 2011. Available from: http://www.effectivehealthcare.ahrq.gov/ehc/ products/287/627/Datapoints_2_Diabetic-Foot-Ulcer_Report_02- 2011.pdf.