• Albertsons will not provide health coverage for employees' spouses who can get insurance elsewhere.
• The company says the move is intended to manage rising costs, which it expects to increase 9.5%.
• In August, Disney also pulled back on benefits it will provide for workers' families.

Albertsons is curbing health care benefits for employees due to rising healthcare costs.

Starting next year, the grocery giant will no longer offer medical insurance plans to employees' spouses and domestic partners who have jobs that provide such coverage. The grocery giant detailed the change in an open enrollment guide posted to its website.

Albertsons said it expects its healthcare costs to increase 9.5% next year due to inflation, higher prescription drug costs, provider consolidation, and shortages in the healthcare workforce.

"Like employers across the country, Albertsons Companies continues to navigate rising health care costs while working to provide associates with access to quality, competitive benefits," a spokesperson said in a statement to Business Insider.

The spokesperson also said spouses and partners who don't have access to employer-based coverage will remain eligible for coverage on applicable health plans.

Other changes this year include higher weekly paycheck contributions from employees, the elimination of two network plans, along with higher deductibles and out-of-pocket maximums for some other plans.

Large companies Disney, Starbucks, and Deloitte have also introduced cost-saving changes to their benefits packages for 2027. Disney is also dropping coverage for partners and spouses who can get insurance from their own jobs.

"We've seen employers reducing their contribution toward the spouse's coverage, but not eliminating the coverage option for those people," Capitol Benefits CEO Joshua Lavine told Business Insider in August, regarding Disney's decision.

• I've been a doctor for more than a decade and have a family of four.
• I've traded traditional health insurance for direct primary care and a medical cost-sharing group.
• For the first time, I feel like I'm truly in control of our healthcare.

I've spent more than a decade navigating the labyrinth of American healthcare. I've worn the white coat, spent sleepless nights on call, signed the charts, and cared for thousands of patients.

A few years ago, I realized I couldn't keep participating in a system that felt like it was designed to fail the very people it was meant to serve.

Today, my family and I are uninsured in the traditional sense — and I'm confident that it's the best financial and medical decision I've ever made.

I hit my breaking point

For years, I worked in a traditional, insurance-based primary care practice. My days were a blur of 15-minute appointments, dictated not by medical necessity, but by billing codes and insurance reimbursements. I felt completely beholden to the behemoth of corporate medicine. Patients were waiting months to see me and were almost always shortchanged on the time I was able to spend with them.

I felt like the insurance companies were the invisible third party in every exam room, deciding which tests I could order and which medications my patients deserved. I wasn't just a doctor anymore; I was a data-entry clerk for multibillion-dollar payers. The result was a total, soul-crushing burnout that followed me home every night.

On the other side of it, some of my patients were forgoing necessary care because the costs presented to them were simply too high. Did it make sense to spend $300 to check a thyroid test to ensure the $10 per month medication I prescribed was working as it was supposed to? Many patients, rightfully so, decided to spend their money elsewhere.

I knew I had to get out — not just for my own sanity, but to actually provide the type of care I believed in.

Direct primary care offered something different

I eventually traded the treadmill for Direct Primary Care (DPC). In this model, my patients (or their employers or an insurance company) pay a flat monthly membership fee directly to me (around $100 per month). This type of care is affordable— my current patient panel includes attorneys, electricians, teachers, and retirees. There are no co-pays, no deductibles, and most importantly, no insurance companies breathing down my neck.

The difference was night and day. Without the administrative bloat of insurance billing, I finally became the doctor I trained to be:

• Time: I went from seeing 20 patients a day to seeing six or eight.
• Access: My patients can text me directly. We have hour-long conversations instead of 10-minute sprints.
• Cost: By cutting out the intermediary, I'm able to offer wholesale pricing on labs and imaging that are often 90% cheaper than hospital rates. That $300 thyroid test from my previous job? I now offer that for $8.

I took my own family off the grid

Once I saw how much better medicine functioned without traditional insurance interference, I took the ultimate leap. I took my wife and children, now 9 and 6, off our health insurance plan.

Instead, we joined a medical cost-sharing community. It isn't insurance; it's a community of members who share each other's large, unexpected medical expenses. When I combined a DPC membership for our routine care with a health share for the big stuff, I realized I had found a better way to protect my family — and was paying far, far less for it.

The math backs up my decision

To understand why we left, look at the cost of childbirth. When our first child was born under a supposedly high-end traditional insurance plan, we still walked away owing about $10,000 after paying our insurance premiums. We were paying twice: once for the premium and again for the actual care.

My wife spent hours of her precious maternity leave arguing with insurance companies about the services we received in the hospital. When our infant son was hospitalized a few months later, she was back on the phone again, having to advocate for his coverage during the time of a family crisis. We spent years paying off the cost of the birth and his illness.

With our second child, we looked at the numbers through the lens of a cost-share program. On a plan like ours, the Initial Unshareable Amount (IUA) — the part we pay before the community kicks in — was only $1,500.

Beyond that $1,500, the community shared the rest. We didn't have to spend my wife's recovery time fighting with a claims adjuster or waiting for pre-authorizations. We knew exactly what our responsibility was, and more importantly, we knew our family was covered by a community, not a corporation.

I feel like I took back control

As a physician, I've seen the insurance trap from both sides. We've been conditioned to believe that without a blue or green plastic card in our wallets, we are unsafe.

The reality is that for some, traditional insurance has become a barrier to care rather than a bridge. By opting out and pairing Direct Primary Care with a health share, I've reclaimed my time as a doctor and my peace of mind as a father. I'm no longer waiting for an insurance company to tell me how to care for my kids or my patients. As a doctor and as a father, for the first time in my career, I feel truly secure.

• Buzzy insurtech Corgi has a knack for launching new businesses, and investment banking may be next.
• The firm posted a job for a managing director of investment banking.
• Unlike typical investment banking jobs, the pay is commission only.

Corgi launched as an insurance startup, but it's been rapidly expanding into new businesses like thematic ETFs and 24/7 cafe/coworking spaces.

A job filing posted this month suggests it's now eyeing M&A investment banking.

The company, valued at $5 billion, is hiring for a "Managing Director, Investment Banking" role, according to the posting. It says the company is "seeking experienced Managing Directors with established client relationships, deep sector expertise, and a proven track record of originating and closing transactions."

The company says it's seeking someone with more than five years of experience. Unlike traditional investment banking jobs, which typically pair a hefty base salary with performance-based compensation, this job is "commission only, with no base salary."

"Payouts are tied to collected transaction fees, with terms based on origination and execution responsibilities and agreed upon before joining," the listing says.

Investment banking managing directors across the industry made a median of $1.1 million a year in 2025, according to Prospect Rock Partners, and in previous years, bonuses made up more than two-thirds of total compensation.

A commission-only contract could be seen as a hard sell for your average banker, but Corgi's prolific fundraising — $266 million this year and $431 million in total since its 2014 launch — and its vision of "building an AI financial infrastructure company" may be attractive to an ambitious young banker.

The company did not respond to a request for comment about its plans or the job posting.

Corgi was founded by Emily Yuan and Nico Laqua in 2024, offering a range of insurance products for startups. Its recently opened cafés are positioned as a marketing tool for startup founders.

While an investment banking platform may seem to be an odd choice for an insurer, it is a clue that this is part of the firm's vision to serve startups by helping them sell their businesses.

The posting said candidates should have relationships with "founders, sponsors, and referral partners" — in other words, those who can connect startup founders with private equity investors that could buy their companies.

Climate change is making your home uninsurable! That's the headline, but look behind it and you find a press release by a PR outfit touting some very dubious claims about floods and finance, says Tilak Doshi.

The post No, Climate Change is Not Making Your Home “Uninsurable” appeared first on The Daily Sceptic.