With three decades in the employee benefits industry and more than 20 years at The Partners Group (TPG), Kim has witnessed tremendous change as her leadership philosophy has evolved. She credits problem-solving, adaptability, and a focus on both clients and employees as the cornerstones of her approach.

Facing Industry Challenges Head-On
Kim has had to steer her team through some of the toughest challenges the benefits industry has faced in years. Rising healthcare costs, she notes, have created new strains for both employers and employees.

“We haven’t seen this kind of cycle since 2009–2010,” Kim says. “It’s a very tough time for our clients to absorb these costs, and we’re pulling out all the stops to ease the pain while still offering valuable plans.”

She adds that the complexity of healthcare costs defies simple explanations: “Anybody that wants to point to one single reason as to why it’s expensive – that’s not accurate. It’s a combination of Medicare reimbursement rates, labor, hospital expenses. . . . It’s complicated.”

Owning the Problem
When asked about her personal strengths as a leader, Kim reflects on feedback she’s received from peers: “I own a problem from start to finish. And I do what I say I’m going to do.”

Those qualities align with TPG’s values, especially “own it” and the firm’s “win-win-win” philosophy, which emphasizes solutions that benefit clients, employees, and the community.

Leading Differently in a Consolidated Industry
In an environment where mergers and acquisitions have reduced the number of independent consulting firms, Kim believes TPG’s independence is a true differentiator.

“Being independent allows us to be more customizable and to quickly change direction when we need to,” she says. “We’ve done a very good job of finding solutions that are innovative and on par – if not better – than national competitors.”

That adaptability extends to TPG’s people. “We hire employees who are inquisitive and adaptable,” she explains. “Change can be scary, but we’re fortunate to attract employees who are ready for it.”

For Kim, leadership is not about visibility for its own sake, but about enabling others to succeed.

“It is my job to provide consultants and service team members with the resources they need to serve the client very, very well,” she says. “What’s most meaningful is to be able to produce solutions.”

So, What’s Supposaling?
As someone who describes herself as “a task person,” Kim admits that creating space for long-term thinking can be difficult. To bridge that gap, she uses a tool she calls supposaling – a term she borrowed from a client.

“Let’s supposal some scenarios,” she explains. “It’s a non-judgmental way to dream a little bit, to ask ‘what if?’ We do that with our leadership team, our mid-level service leaders, even our consultants who interact directly with clients. Before we implement something, we supposal it with the people who will actually be using the solution. How does it feel? Is it right? Is it wrong? That way, decisions aren’t just made at the top.”

Kim laughs that the word often gets a reaction. “People giggle when I say it, but it works. It invites creativity without pressure, and it keeps everyone engaged in strategic planning.”

Looking Ahead
As she marks her 30th year in the industry, Kim remains enthusiastic about what’s ahead.

“I started at TPG when we had 22 employees. Now we’re approaching 300. I’m excited about how we can better serve clients through internal efficiencies and technology,” she says. “It’s important to use AI responsibly. Nothing will ever replace the value of human connection with our clients.”

For Kim, leadership comes down to problem ownership, adaptability, and a relentless focus on people. “At the end of the day, strong leadership is making sure your team has what they need to serve clients well,” she reflects. “That’s what matters most.”

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Want to chat with Kim or someone on her team about TPG’s benefits planning, innovation, or even supposaling? Contact employeebenefits@tpgrp.com.

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