As a TPA and InsureTech company, BeniComp provides organizations with innovative and forward-thinking solutions to sustain the health of their workforce. Leveraging our expertise and rich company history of nearly 60 years, we develop products and technology that emphasize preventive health management in order to take health insurance where it has never gone before.




Finance and Insurance


Hillsborough County


10% increase from
2017 – 2020


1700% increase from
2017 – 2020

Steve Presser


Can you tell us a bit about your background? What led you to where you are today?

My journey is kind of a funny one. I was a double major in art and business, then received my master’s in 3D animation. That’s a pretty unique background to end up where I am. I moved out to California with a plan to work for Disney or Pixar. On the way, I stopped into the Lifetime Fitness headquarters in Chicago and pitched the idea of a 3D ergonomic man to be on the side of all their gym equipment. They loved the idea. Instantly I had this business that started and ironically, it won a few industrial design awards along the way. Still to this day, it’s on the side of gym equipment everywhere. I go to Brazil every year and it’s even on the side of the gym equipment there. It stood the test of time for over 20 years now.

I started my first company out in California, where I was doing 3D animation and multimedia. I was developing cool, interactive websites, and then Google took over. My company quickly turned into consulting with companies to get them to the top of Google, and I found a niche in healthcare. But, at some point, I became bored with web development for doctors or dentists – it wasn’t enough change, it wasn’t challenging me anymore. I asked myself, what do I want to do with my life?  I wrote down everything and then started to categorize it. After that, I concluded that I wanted to do something in education, health, and technology. Those were the three things that I loved. Around that same time, I had been building some population health management solutions for some other companies, and I came across BeniComp, who I had worked with on and off for 20 years doing web development and multimedia content.

I pitched what I had been working on, they pitched to me what they had been doing, and we started working together. Eventually, they reached out about coming on full-time, but I was certain I didn’t want to work for anyone else but myself. That didn’t last long because I became so embedded in the business. I became obsessed with it and knew that our visions were aligned. I joined the company as the Chief Strategy Officer, then COO, and then President this past year.

Did you always want to be an entrepreneur?

My dad started his business back in 1978 and just sold it about two years ago. He was in the healthcare software business, ironically. At one point he had asked me if I was interested in taking over his company and it wasn’t the right fit at the time. I was really interested in 3D animation. I started a company while I was in college, and I started one right after I graduated. I had never worked for anybody else in my entire life. Even when I came on to BeniComp, the reason I eventually said yes was that Doug was the first person to say, “Steve, just run with it. Do whatever you think is right.” He was very open to me being an entrepreneur. I think I’ve always been an entrepreneur, and my mom always knew that I would run my own business since I was a little kid. With Doug, I’ve found the perfect business partner.

 Can you tell me a bit more about BeniComp and the value that you bring to your customers?

We are building the future of health insurance. We’re doing it through prevention and member education. These were always things that were so important to me – health, education, and technology, which is exactly what we do. Ultimately, we work with employer groups to sustain the health of their workforce at a lower cost, with better service, and provide health care in a more intuitive way. Our members get access to self-education, allowing them to know more about what’s going on inside of them. They can better identify risks and then have access to preventive health professionals without the regular barriers to entry that most members encounter.

What would you say is your competitive edge?

The thing that we do that nobody else in the country does is achieve 96% participation in annual health screenings. We’re getting 96% of the blood data and 100% of the claims data. Between those two, we’re able to identify most risks early and proactively engage with our members to work with them on their health journey. I don’t know anybody else that has access to that sort of preventive health insight so it’s definitely our competitive edge, and I hope will become the norm in the future. It doesn’t make sense for people to wait until they’re really sick resulting in big claims. It’s like finding out about cancer at its earliest stage. With breast cancer, people experience a 99% five-year survival rate at stage one. Recovery rates drop significantly as you get into later stages.

What’s it like working at BeniComp?

We are highly innovative. We have a team of Intrapreneurs – that’s what we call them – where we empower people to think outside of the box and find creative solutions. It’s not a concern that people come to us from outside our industry. In fact, most people we tend to hire are outside of it. Healthcare is broken. Bringing people who are already from a broken system can result in doing things the same way which doesn’t make a whole lot of sense. People we hire also tend to organically move around in the business and end up in completely different divisions than where they started.

I think that’s because we’re very open to allowing people to join, learn, and then recognize issues that can be solved. They can figure out the things that inspire them, and we can move them to those projects if they make sense for the business. That’s part of the culture. We work hard and we work fast. It’s a performance culture, for sure. But it’s an inspired culture because we all believe in our vision. It’s amazing to watch people start at an entry-level position, get into the weeds of one division, and then get into the weeds of another division. Next thing you know, they become a subject matter expert in all areas of the business. They naturally grow into leaders within the company, and they recognize how the things they are doing might affect other divisions because they’ve been there before. It’s happened several times inside of our company. It’s probably one of the more powerful things that we do. I think employees appreciate that.

Can you talk about some of the major challenges you faced in growing your company?

The first thing that I would tell you is when I came into the business, we were almost 100% paper, and it was unbelievably manual and tedious. The team started to chip away at several different areas of the business and created about 90% operational efficiency. An example was a financial process that took nine people and 147 hours per week and now takes one person two minutes to complete the task. It was a very big challenge taking a 55-year-old company and completely changing things internally, across every division. You’re not well-loved coming in and completely disrupting an operational division. We made it through all these changes, and now, nobody would ever go back.

More recently, in the past year, we launched a few products and collectively grew by 43%. That was definitely a challenge; to grow that quickly and to hire more people so fast. Anytime you launch new products, you assume that you know most of what’s going on and then you find out that there are 100 things every week that you didn’t think of. So, to quickly build and adapt, was challenging. But, in the end, all of it is very rewarding.

We’re going up against some massive companies that are ripe for disruption. It reminds me in some ways of Tesla going up against the automobile industry – now everybody’s switching to electric. It’s the same thing in health care. It is one of the industries that everybody knows we need to change. It has caused so much heartache for companies who have had to choose between a bad health plan and a worse one. Battling the stigma that everything needs to be the way that it’s always been is tough. We’re starting to see things really take off and people are recognizing that change is happening.

Going back to switching to paperless as the “new guy,” what advice would you give to other CEOs or business owners who are making big changes that may not be receipted by everyone?

Communication is everything. It is so unbelievably important that when you make a decision and go in a direction, everybody row in that same direction. There were times when we were making huge changes and most people knew that it was the right thing to do, but you had some people who had been with the company for years and thought it was a bad idea. In their minds, they wanted to keep doing things the way they had always done them, and that can cause even more problems. Then when you get a plan and you communicate it, get after it. We crawl one day, walk the second, and then the third day we’re off to the races with thousands of transactions and communication pieces.

What are some of the goals you have for your company?

I believe we will affect millions of lives in the next five years. I truly believe in the changes we’ve made to health care. The plans we offer are on the right side of health. They’re preventive, they put the members first by educating them, they identify health risks, and preventively and proactively engage with those health risks.

With a group of 2,000 employees, we might save them more than $10 million the first year. That is real money, and, in the process, they’re able to give their employees better benefits. Companies can reinvest a lot of that money into their employees and to the health of their employee’s future. People will start to recognize us nationally – many already have. A lot of these companies are going to recognize that they need to convert to the same type of solution or they will get run over. I believe that.

What would you say your proudest moment so far as president is?

When I took over as president, Doug had already treated me as the president for a couple of years before he announced it. When I officially took over, the timing was kind of crazy. On one hand, we launched our biggest product ever, and on the other hand, we walked right into COVID. Between those two, Doug laughed said, “What a moment. You always tell me I’m a visionary. I must have known COVID was going to happen. I didn’t want anything to do with the presidency so, I gave it to you.” Looking back on that, I think my proudest moment then was successfully navigating COVID, growing a 55-year-old business by 43% the first year, and launching a product that grew by 1,000%. We’ve been so successful, and we’ve been able to grow during a pandemic while keeping the wheels on the bus.

What does it mean to be selected as a GrowFL Florida Companies to Watch honoree this year?

We are so passionate about what we do, and it is not easy. It’s incredibly challenging. It’s already a very complex industry, then the products we build and how we go to market is equally as challenging as the industry itself. To put in all that work, and to do it because we believe in the cause, and to be recognized by GrowFL for it validates what we’re doing. Our team works hard, they try to do things that are so far outside their comfort zone every day to make the company better and to see them succeed and to be recognized is great.

Is there anyone that you would like to thank?

First, the obvious one – my wife. It has to be challenging to be married to somebody who’s so invested in a vision, but she’s so incredibly supportive. Then, of course, Doug. He has been in the business for 41 years, his father started it 60 years ago. When I first started and we were going through so many radical changes with the business, Doug was so supportive, and he took a gamble and said, “Keep running with what you’re doing” and he had the foresight to continue down some of these paths that the rest of the company didn’t understand. To be willing to take something that is so personal- it’s a family business- and then allow me to be president and build out the company is humbling. I think he’s probably the first person that I would think of to thank outside of all the employees who spend so much time away from their families to help us realize this vision.

What is your advice for aspiring entrepreneurs?

Take the first step. So many people have an idea but then they overthink things and suddenly five years have passed. And by then, someone else is probably already doing it. Someone once told me that the greatest businesses live in the graveyard – those are the ones that people thought of but never happened. You can think through a business as much as you want, but it’s never going to be the same one that hits reality. You can master plan for the next three years and the first day you launch, you’re changing things completely.

The second thing, and the one that I think is most important, is focus. Far too often people – especially entrepreneurs who are dreamers – start one thing then jump to the next, and the next after that. It's so imperative that entrepreneurs who can take that first step, learn to focus in on the end goal, continue chipping away and be patient. You can move quickly but be patient. Always try to do the right thing. It can be very easy in business to see dollar signs and try to move in the wrong direction. If your heart is in the right place and you continue to do the right thing, that side of it always works out.

Celebrate with the BeniComp team!

Tickets are on sale now for the 11th Annual GrowFL Florida Companies to Watch Awards Celebration! Don't wait, they will sell out!