Explore real client scenarios that highlight how HBL delivers effective solutions for benefits and ERISA compliance challenges.
Hall Benefits Law delivers proven results, abating over $410 million in ERISA penalties and securing $30 million in provider concessions for clients.
A Global Digital Marketing Firm and technology leader in e-commerce, advertising, communications, and entertainment has over 1,200 U.S. employees and sponsors a group health plan governed by ERISA. Amid evolving U.S. regulations, the company sought expert assistance to renegotiate contracts with its third-party administrator (Aetna CVS Health), pharmacy benefits manager, health insurance broker (Alliant Insurance Services), and Delta Dental to ensure compliance and optimize costs.
Regulatory changes from the Consolidated Appropriations Act of 2021, fee transparency rules, and PBM laws elevated risks of fiduciary breach lawsuits for excessive fees. Providers resisted concessions, claiming 2025 rates were set, leaving Global Digital Marketing Firm exposed to potential overpayments and legal liabilities.
Hall Benefits Law, led by Anne Tyler Hall and supported by Tim Kennedy, reviewed contracts for vulnerabilities, engaged providers on DOL requirements, and leveraged alternative vendor interviews to negotiate improved terms, including fee reductions and fiduciary safeguards.
Global Digital Marketing Firm secured over $1 million in concessions from 2025 to 2029, with annual reductions from Aetna CVS Health and capped increases from Alliant. This enhanced fiduciary protections, minimized lawsuit risks, and provided substantial savings, allowing the company to offer competitive benefits sustainably.
Global Pizza Chain, a multinational restaurant operator, sponsors a retirement savings plan exceeding $30 million in value. In 2022, a U.S. Department of Labor (DOL) audit alleged fiduciary breaches by the plan and its investment committee, demanding $1.2 million in “lost opportunity” costs under ERISA.
The DOL’s firm stance on the breach claims posed risks of substantial financial penalties, potential personal liability for committee members, and disruptions to employee benefits, requiring a prolonged dispute to challenge the findings effectively.
Hall Benefits Law, led by Anne Tyler Hall, conducted a 24-month negotiation, systematically dismantling the allegations using ERISA fiduciary standards and common law precedents from prior successful defenses.
Global Pizza Chain settled for $100,000, saving nearly $1.1 million. This protected the plan’s integrity, shielded fiduciaries from liability, and resolved the matter in January 2025, enabling continued focus on core operations.
A large nonprofit organization discovered a significant administrative error in its retirement plan. For several years, employer contributions had been calculated incorrectly, resulting in a $1 million shortfall.
Under IRS rules, failure to correct such errors can lead to plan disqualification and heavy fines. The nonprofit needed to fix the mistake while minimizing financial and legal exposure.
We utilized the IRS Employee Plans Compliance Resolution System (EPCRS) to file a Voluntary Correction Program (VCP) application. We calculated the exact correction amounts and interest owed to participants.
The IRS approved our correction method, allowing the nonprofit to maintain the plan’s tax-exempt status. We successfully avoided plan disqualification and millions in potential tax penalties.
A national retail chain acquired several regional competitors, resulting in a chaotic mix of different health and welfare benefit plans with varying costs, providers, and coverage levels.
The lack of uniformity created administrative inefficiencies and employee dissatisfaction. The company needed a single, streamlined benefit structure that remained competitive and cost-effective.
We analyzed the benefit plans of all acquired entities and developed a consolidated “gold standard” plan. We managed the transition process, ensuring legal compliance and clear communication to all employees.
The company achieved a 15% reduction in administrative overhead. Employee morale improved due to a transparent, unified benefits package, and the HR team’s workload was significantly reduced.
A high-level executive at a tech startup was terminated following a management restructuring. A dispute arose over the vesting of $800,000 in stock options and unpaid performance bonuses.
The executive’s employment contract had ambiguous language regarding “termination for cause.” The startup refused to pay, leading to a potential high-stakes lawsuit.
We analyzed the employment agreement and documented the executive’s performance history. We initiated a structured negotiation process, highlighting the legal risks the startup faced if the matter went to court.
We secured a $750,000 settlement for the executive, including accelerated vesting of stock options. This avoided a public legal battle and allowed both parties to move forward without further litigation.
A regional construction firm decided to cease operations in a specific union territory. Shortly after, a multi-employer pension fund assessed a $500,000 “withdrawal liability” penalty against the company.
Withdrawal liability laws are complex and often favor the pension funds. The firm faced a significant financial hit that threatened its remaining operations in other regions.
We reviewed the fund’s actuarial assumptions and the firm’s contribution history. We identified errors in the fund’s calculation of the liability and challenged the “partial withdrawal” determination.
After negotiations and a formal review request, the pension fund agreed to reduce the liability to $150,000. This saved the firm $350,000 and allowed for a planned business exit.
Ensuring a Seamless Transition During a Corporate Divestiture
A multinational corporation was divesting one of its subsidiaries. This required “spinning off” a portion of the corporate 401(k) plan into a new, independent plan for the departing employees.
The transaction involved moving $50 million in assets across different record-keepers. Any delay or error could result in “blackout period” violations and ERISA compliance issues.
We drafted the new plan documents, coordinated with both record-keepers, and managed the asset transfer timeline. We also handled all required participant notices to ensure transparency.
The spin-off was completed on schedule with zero downtime for participants. The new entity launched with a fully compliant retirement plan, and the parent company fulfilled its divestiture obligations without legal hitches.
A growing biotech company found that its existing stock option plan was failing to retain key talent. The plan’s structure was outdated and did not align with the company’s 5-year growth strategy.
The company needed to attract top-tier scientists and executives in a highly competitive market while managing “burn rate” and shareholder dilution concerns.
We designed a new Long-Term Incentive Plan (LTIP) featuring Restricted Stock Units (RSUs) and performance-based hurdles. We ensured the plan met Section 409A tax requirements and gained board approval.
Retainment of key personnel increased by 40% within the first year. The new incentive structure successfully linked executive compensation to clinical trial milestones, driving significant shareholder value.
A regional healthcare provider discovered a lapse in its data security protocols that potentially exposed the Protected Health Information (PHI) of 5,000 patients.
The provider faced potential investigations by the Office for Civil Rights (OCR) and massive fines. They needed to immediately secure their data and update their compliance framework.
We conducted a rapid forensic audit and determined the extent of the exposure. We drafted the necessary breach notification letters and implemented a comprehensive HIPAA training and policy overhaul.
By proactively addressing the issue and self-reporting with a robust correction plan, the provider avoided an OCR fine. Their new security protocols now exceed federal standards, significantly reducing future risk.
A group of retired factory workers realized their monthly pension checks were lower than expected. The company claimed a “scrivener’s error” in the plan document justified the lower payments.
The retirees were facing a large corporation with significant legal resources. The dispute centered on complex plan language dating back over 20 years.
We filed a class-action claim under ERISA, arguing that the plan’s “summary plan description” (SPD) promised the higher benefit level. We tracked down historical plan versions to prove the retirees’ case.
The company settled the claim, agreeing to pay the retirees $300,000 in back-payments and adjusting all future monthly benefits upward. The retirees received the full amount they were rightfully owed.
A Group Health Plan client needed to comply with the Mental Health Parity and Addiction Equity Act (MHPAEA). This requires a complex Non-Quantitative Treatment Limitation (NQTL) analysis to be available on demand for federal agencies.
At the time, NQTL analysis was a new and poorly defined requirement. Failure to provide this documentation during an audit could lead to significant penalties and plan deficiencies.
HBL conducted one of the nation’s first comprehensive NQTL analyses. We reviewed data, clinical standards, and administrative processes to ensure the mental health benefits were in parity with medical benefits.
We created a robust, reusable compliance template that was praised by industry peers. The client is now fully protected against DOL or IRS inquiries regarding mental health parity.
A Law Firm sponsoring a 401(k) plan fell behind on several years of mandatory Form 5500 filings. Under ERISA, these late filings exposed the firm to nearly $500,000 in potential Department of Labor (DOL) penalties.
The firm’s previous plan provider failed to advise them on the risks or the available correction programs, leaving them vulnerable to massive financial hits.
HBL identified a missed opportunity to use the Delinquent Filer Voluntary Compliance Program (DFVCP). We corrected the documentation and refiled the forms using the specific program protocols to cap the liability.
The potential $500,000 fine was reduced to just $1,500. This action preserved the plan’s qualified status and saved the firm from a devastating financial penalty.
A construction company withdrew from a multi-employer pension plan. The plan’s actuaries assessed a massive “withdrawal liability” (exit fee), causing significant “sticker shock” for the company.
Pension fund actuaries often use conservative assumptions that inflate the liability. The company needed to challenge these calculations without triggering a hostile legal battle.
HBL scrutinized the actuaries’ assumptions and engaged independent experts to find flaws in the calculation. We leveraged legal and economic arguments to negotiate a better settlement.
We secured a 25% discount on the total liability—far exceeding the client’s initial hope for a 5% reduction. This saved the company hundreds of thousands of dollars during its exit.
A global food leader acquired a competitor through a stock purchase. They inherited the target company’s employee benefit plans, which had to be integrated into the parent company’s structure.
ERISA’s “anti-cutback” rules prevent the sudden reduction or elimination of certain accrued benefits. The company had to merge plans without violating these complex legal protections or upsetting employees.
HBL performed a detailed legal and cost-benefit analysis of both plans. We designed an integration strategy that honored existing legal entitlements while streamlining administration for the combined entity.
The transition is progressing smoothly, ensuring full ERISA compliance. The company has avoided “anti-cutback” violations and is positioned for a seamless, unified benefits platform.
A global airline negotiated enhanced long-term disability benefits for its pilots. However, the insurance carrier tried to “offset” these new benefits, essentially keeping the extra money for themselves instead of the pilots.
The insurer argued that the enhancements should be treated as “income replacements,” which would reduce their own payout obligations. This threatened to undermine the airline’s labor negotiations.
HBL challenged the insurer’s position by highlighting their inconsistent prior conduct and the clear intent of the union-airline agreement. We threatened litigation based on public relations and ERISA principles.
By mounting a strong defense against the offset, HBL is protecting the value of the enhanced benefits. This has maintained labor harmony and ensured that the pilots—not the insurer—receive the negotiated funds.
