An ongoing class action lawsuit against Konica Minolta Business Solutions U.S.A., Inc. alerts employers offering severance or separation pay to carefully review the design, documentation, administration, and application of their severance and separation pay practices to avoid getting nailed with unexpected liabilities and litigation and enforcement costs. Knowing and properly managing these arrangements is particularly critical for employers contemplating individual terminations, job restructurings, reductions in force, relocations, mergers, acquisitions, and other workforce or business restructuring that likely to trigger job terminations or demotions.
Cezus v. Konica Minolta Business Solutions U.S.A., Inc., No. 2:21-cv-00792 (D.N.J.), is an example of a multitude of cases that demonstrate that undocumented, poorly drafted or inconsistently administered severance arrangements can expose employers and their leaders responsible for administering these programs to costly litigation and potentially significant benefit liabilities.
The litigation also highlights an often-overlooked compliance concern: Employer severance and separation pay practices and arrangements generally constitute employee welfare benefit plans governed by the Employee Retirement Income Security Act of 1974 (“ERISA”) unless designed and administered to qualify as exempt. See ERISA § 3(1), 29 U.S.C. § 1002(1); 29 C.F.R. § 2510.3-2(b) (addressing severance pay arrangements treated as employee welfare benefit plans). These practices and risks may arise from oral promises or reassurances made to groups of employees; a pattern of paying separation or severance to groups of terminated employees; commitments made in employee handbooks or policies; employment or other agreements with various employees; retention, merger or acquisition or other business transaction agreements; and various other actions. Programs falling under ERISA benefit from preemption of state law mandates and damages but must comply with ERISA’s plan document, fiduciary duty, claims and appeals, reporting and disclosure and other requirements. Employers establishing these arrangements should use care to understand the character of their separation pay arrangements and to document and arrange for their use and administration to manage the applicable compliance responsibilities and legal risks.
When ERISA applies, employers and plan administrators must comply with applicable plan documentation, disclosure, fiduciary responsibility, benefit claims and appeals, and other ERISA requirements. ERISA will treat sponsoring employer, or leaders responsible for interpreting and administering these arrangements as fiduciaries required to carry out these responsibilities in accordance with ERISA’s prudence, exclusive benefit and other fiduciary , claims and appeals
These obligations can apply even when an employer considers its severance arrangement merely an internal human resources policy.
Konica Minolta Litigation Challenges Denial of Severance Following Office Relocation
In Cezus v. Konica Minolta Business Solutions U.S.A., Inc., No. 2:21-cv-00792 (D.N.J.), former employees challenged the denial of severance benefits following Konica Minolta’s decision to relocate positions from Windsor, Connecticut, to Ramsey, New Jersey.
According to the employees, the employer structured the relocation in a manner designed to accomplish a substantial workforce reduction without paying severance benefits to employees unwilling or unable to relocate.
Employees whose positions were transferred were offered continued employment at the New Jersey location. Those who declined the transfer were terminated without severance based on a plan provision excluding employees who refused offers of other employment within the company.
The employees contend that the relocation was, in substance, a reduction in force triggering severance eligibility under the governing plan. Konica Minolta disputes those allegations and maintains that the benefits were properly denied under the plan’s terms.
On June 23, 2026, the U.S. District Court for the District of New Jersey certified a class of employees challenging the denial of benefits. The district court concluded that common questions concerning the relocation, the employer’s application of the severance plan, and the characterization of the employment terminations supported classwide adjudication.
On November 6, 2026, the United States Court of Appeals for the Third Circuit agreed to consider Konica Minolta’s interlocutory appeal challenging class certification.
The Third Circuit’s decision to hear the appeal does not resolve the merits of the employees’ claims or establish that Konica Minolta improperly denied benefits. Nevertheless, the litigation illustrates the substantial exposure employers can face when the design or administration of severance arrangements produces disputes involving a group of similarly situated employees including the substantial likelihood of class action litigation, Employee Benefit Security Administration investigation or enforcement, or both.
ERISA Often Regulates Severance, Separation, Termination or Other Arrangements Paying Cash Upon Employment Termination
A critical starting point for employers is recognizing that ERISA applies to many severance, separation pay and other arrangements through which employers pay employees cash or other benefits upon termination whether or not the employer intended to establish a plan subject to ERISA when it established the arrangement.
The applicability of ERISA to a termination pay arrangement has several material consequences for these arrangements, the employers that establish them, and the employers or company officials responsible for their administration. For instance, when a severance arrangement is an ERISA plan, the employer must ensure that the arrangement is documented in accordance with ERISA’s plan document requirements, communicated through a summary plan description, and administered in accordance with ERISA’s fiduciary responsibility, claims and appeals and other requirements. If the arrangement subject to ERISA is considered a “pension” versus “welfare” plan, ERISA’s coverage, vesting and funding rules also may apply. Also, where ERISA applies the written plan document, not the separation agreement handed to the departing employee, generally determines what the employer when the benefits are paid, what an employee must be required to agree to or d before qualifying to receive the payments; and the enforceability of conditions included in the separation agreement. Employers that fail to write release and covenant conditions into the plan itself risk being unable to enforce them if these terms are not properly documented. Employers must also avoid separation terms that federal or state law prohibits, some of which create independent liability rather than merely failing to bind the employee. At the same time, because ERISA generally preempts state laws regulating employee benefit plans, coverage by ERISA often insulates the employer and those responsible for administering these programs from state employment law or other rules that restricting the terms of these arrangements, exemplary damage awards that state employment, contractual or other laws often authorize for disputes arising from these arrangements, and state law restrictions that otherwise would restrict waivers, releases or other terms allowed under ERISA but prohibited by state law.
Arrangements Providing Payments For Employment Termination Or Unemployment Presumptively Regulated As ERISA Plans
ERISA generally regulates arrangements that defer or pay benefits to termination of employment or beyond as either pension or welfare benefit plans.
ERISA Section 3(1), 29 U.S.C. § 1002(1), includes certain plans, funds and other arrangements providing benefits in the event of unemployment within the definition of an employee welfare benefit plan. However, certain arrangements may be regulated under the more burdensome requirements ERISA applies to pension plans. Since pension plans are subject to additional requirements, it is important for an employer to know both if ERISA applies to the arrangement and if so, to understand if the severance arrangement is properly classified as a welfare versus a pension plan for ERISA purposes.
Courts have read ERISA’s definition of an “employee benefit plan” broadly enough to reach most employer promises to pay severance or termination pay. Consequently, employers should not assume that an arrangement escapes ERISA merely because the employer doesn’t consider or label it an ERISA plan; the commitment to provide the termination payment or other benefit upon separation is made in an employment agreement, written or unwritten severance policy, business transaction document, separation agreement, executive benefit, or payroll practice.
Arrangements Subject To ERISA
The Second Circuit has observed that the employee benefit plan definition “has been held to apply to most . . . employer undertakings or obligations to pay severance benefits.” Okun v. Montefiore Med. Ctr., 793 F.3d 277 (2d Cir. 2015) (quoting Schonholz v. Long Island Jewish Med. Ctr., 87 F.3d 72, 75 (2d Cir. 1996)). Arrangements found to be plans include the following:
- Written severance policies. In Okun, a long-standing written policy was a plan where, among other features, employees with fifteen years of service were entitled to an automatic review of their severance amount by the medical center’s president.
- Executive packages tied to an acquisition. Bogue v. Ampex Corp., 976 F.2d 1319 (9th Cir. 1992), involved severance for ten top executives that required the administrator to make discretionary determinations about whether post-acquisition employment was substantially equivalent.
- Combined termination and change-in-control plans. In Petersen v. E.F. Johnson Co., 366 F.3d 676 (8th Cir. 2004), a plan paying benefits on termination without cause, including termination as a result of a change in control, required case-by-case eligibility review.
- Promises to a single employee. Williams v. Wright, 927 F.2d 1540, 1545 (11th Cir. 1991), held that “a plan covering only a single employee, where all other requirements are met, is covered by ERISA,” and that payment from general assets does not defeat plan status. See also Biggers v. Wittek Indus., Inc., 4 F.3d 291, 297 (4th Cir. 1993).
- State-mandated severance. Simas v. Quaker Fabric Corp., 6 F.3d 849 (1st Cir. 1993), held ERISA preempted Massachusetts’ “tin parachute” statute, which required graduated severance for employees terminated around a change in control.
However, federal precedent recognizes certain payments made upon termination fall outside ERISA. For instance, under the Supreme Court’s decision in Fort Halifax Packing Co. v. Coyne, 482 U.S. 1 (1987), for example, a one-time payment obligation that does not require an ongoing administrative scheme does not necessarily constitute an ERISA plan.
Fort Halifax’s one-time, plant-closing payment, Fort Halifax Packing Co. v. Coyne, 482 U.S. 1 (1987), is not the only severance-type obligation courts have placed outside ERISA § 3(1). The test is whether the employer’s undertaking requires an ongoing administrative scheme, not what the payment is called. Courts have found no plan where an individually negotiated employment contract called for severance computed mechanically on termination, with no ongoing discretionary analysis required, Delaye v. Agripac, Inc., 39 F.3d 235 (9th Cir. 1994). The same is true of a “golden parachute” triggered by a single change-in-control event, whether adopted for a group of senior executives, Fontenot v. NL Industries, Inc., 953 F.2d 960 (5th Cir. 1992), or negotiated with one executive, Kulinski v. Medtronic Bio-Medicus, Inc., 21 F.3d 254 (8th Cir. 1994). Courts have reached the same result for a one-time “stay” bonus and severance payment tied to a facility closing, Velarde v. PACE Membership Warehouse, Inc., 105 F.3d 1313 (9th Cir. 1997). The same reasoning supports treating a negotiated settlement agreement as a contract rather than a plan where it pays a fixed sum to resolve disputed liabilities between the employer and a particular employee. Such an agreement compromises existing claims rather than establishing a program to provide benefits on account of unemployment.
Payments made because of the federal Worker Adjustment and Retaining Act (“WARN Act”) stand on similar footing. The Department of Labor has stated that neither the Act nor the regulations recognize the concept of pay in lieu of notice, U.S. Dep’t of Labor, Employer’s Guide to Advance Notice of Closings and Layoffs. An employer that pays back pay and benefits for the notice shortfall is satisfying or reducing its statutory liability under 29 U.S.C. § 2104 rather than maintaining a benefit program, much like the statutorily mandated plant-closing payment in Fort Halifax. Where affected employees instead remain on payroll through the notice period, their continued pay fits within the payroll-practice exclusion in 29 C.F.R. § 2510.3-1(b), which Massachusetts v. Morash, 490 U.S. 107 (1989), applied to vacation pay. These outcomes depend on the arrangement’s actual features. An employer that folds WARN-related or settlement payments into a broader severance program with eligibility discretion, case-by-case determinations, or payments over an extended period risks creating the very ongoing administrative scheme that triggers ERISA coverage, as in Simas v. Quaker Fabric Corp., 6 F.3d 849 (1st Cir. 1993).
Equally important to knowing if ERISA applies to an arrangement is knowing whether ERISA considers an arrangement to pay an employee upon unemployment or termination of employment a “welfare benefit plan” or a “pension plan.” The vast majority of severance arrangements maintained by employers qualify as welfare benefit plans under the three safe-harbor criteria adopted by the Department of Labor for determining whether a severance arrangement is regulated by ERISA as a welfare benefit plans in 29 U.S.C. § 1002(2)(B) and 29 C.F.R. § 2510.3-2(b), as summarized in Advisory Opinion 1995-28A:
- the severance payments are not contingent, directly or indirectly, on the employee’s retiring;
- the total payments do not exceed the equivalent of twice the employee’s annual compensation during the year immediately preceding termination of service; and
- all payments are completed within 24 months after termination of service or, for an employee terminated in a limited program of terminations, within the later of 24 months after termination or 24 months after the employee reaches normal retirement age.
Employers applying these criteria should keep in mind that the two-times measure is not limited to final base pay. “Annual compensation” means the total of all compensation, including wages, salary, and any other benefit of monetary value, whether paid in cash or otherwise, for the year before termination. The Department has also taken the position that benefits must be paid within 24 months of the event giving the employee the right to a benefit, Advisory Opinion 1992-03A. An arrangement that meets all three criteria is treated as a welfare plan, provided it is a “plan” at all under Fort Halifax. As a welfare plan, it is not subject to Parts 2 and 3 of Title I (participation, vesting, and funding) but remains subject to Parts 1, 4, and 5 (reporting and disclosure, fiduciary responsibility, and administration and enforcement), Advisory Opinion 1981-55A. Failing any criterion, including the retirement-contingency test, removes the arrangement from the welfare benefit plan safe harbor, Advisory Opinion 1981-08A, but does not automatically make it a pension plan. The Department has noted that the regulation’s preamble does not exclude the possibility that an arrangement outside the criteria may still avoid pension-plan status, Advisory Opinion 1999-01A. Such an arrangement must be analyzed under ERISA § 3(2)(A), which asks whether it provides retirement income or results in a deferral of income to termination of employment or beyond. A pension-plan finding would bring vesting, funding, and other requirements that severance programs are rarely designed to meet. Arrangements that exceed two times annual compensation, extend payments beyond 24 months, or favor retirement-eligible employees, such as some executive and change-in-control packages, warrant particular review.
Since whether a particular severance arrangement is governed by ERISA and where ERISA applies, the resulting consequences vary depending on whether the arrangement is a welfare benefit plan or a pension plan, depends on its design, operation, and the applicable legal standards and the consequences of these classifications materially affect the responsibilities of the adopting employer and the arrangement itself, employers generally should obtain advice from legal counsel with relevant ERISA experience about the applicability of ERISA and its implications before making and when administering these pay upon termination or unemployment arrangements.
ERISA Requires Written Plan Document and More
Coverage of a severance arrangement has material consequences for the adopting employer and those that administer the arrangement extending well beyond merely determining who is eligible and how much severance an employee should receive. Among other things, sponsors and administrators of ERISA-covered severance arrangements generally must address the following requirements.
Written Plan Documents and Clear Eligibility Provisions
ERISA Section 402, 29 U.S.C. § 1102, requires employee benefit plans to be established and maintained pursuant to written plan documents that among other requirements, must identify the named fiduciary or a procedure for identifying fiduciaries, provide procedures for amendment, and specify the basis on which payments are made.
For severance plans, carefully drafted plan documents should address eligibility, covered termination events, reductions in force, relocations, job elimination, voluntary departures, offers of alternative employment, exclusions, benefit formulas, release of claims and other payment conditions, and amendment or termination rights.
Ambiguous provisions can invite disputes over whether a particular employee conduct or misconduct, restructuring, reassignment, relocation or other circumstance triggers severance eligibility or ineligibility. Similarly, plan documentation should be clear regarding if and when health or other employee benefits, fringe benefits or other perks of employment will or will not continue during periods for which severance pay is provided.
For employers desiring to condition payment of benefits on the employee releasing claims, careful crafting of the plan to clearly define the waiver requirements and the waiver terms itself also is critical to ensure compliance with relevant ERISA, Older Worker Benefit Protection Act and other requirements to promote enforceability as intended by the sponsoring employer and avoid creating age discrimination or other unintended liability risks.
Fiduciary Responsibilities and Prudent Plan Administration
Where an arrangement is regulated by ERISA, ERISA, rather than state employment or other law generally will govern its administration.
ERISA Section 404, 29 U.S.C. § 1104, generally requires plan fiduciaries to act prudently, loyally, and in accordance with governing plan documents insofar as those documents are consistent with ERISA.
Employers should distinguish between business or settlor decisions concerning whether to establish, amend, or terminate a severance plan and fiduciary decisions concerning the administration of an existing ERISA plan.
While an employer generally may make legitimate business decisions concerning workforce restructuring, individuals exercising discretionary authority over plan administration or benefit determinations may be acting as ERISA fiduciaries.
Consequently, administrators should not treat the employer’s preferred business outcome as a substitute for a faithful interpretation and application of the plan’s terms. Employers should specifically appoint specified individuals to serve as the responsibility for administering severance arrangements in accordance with ERISA’s fiduciary responsibility and other requirements. Termination decisions made by the employer should be made separately from decisions regarding severance benefit eligibility made by officials appointed to serve as the fiduciaries responsible for administering the severance plan. Decisions made by the severance plan fiduciaries must be made prudently in accordance with the terms of the plan terms and for the exclusive benefit of plan participants and beneficiaries.
Benefit Claims and Appeals Procedures
ERISA Section 503, 29 U.S.C. § 1133, and the Department of Labor’s claims procedure regulation, 29 C.F.R. § 2560.503-1, impose requirements for processing claims for benefits under covered plans.
These generally include procedures for making benefit claims, timely and adequate notices of adverse benefit determinations, disclosure of the specific reasons and relevant plan provisions supporting denials, and a reasonable opportunity for full and fair review.
The employer or individual or committee named as the fiduciary responsible for administering a severance plan that denies severance benefits without following the applicable claims and appeals requirements can create additional litigation exposure and potentially undermine otherwise available defenses.
Summary Plan Descriptions, Disclosures, and Reporting
ERISA Sections 102 and 104, 29 U.S.C. §§ 1022 and 1024, generally require covered plans to provide appropriate participant disclosures, including summary plan descriptions and summaries of material modifications when applicable.
Employers should also determine whether annual Form 5500 reporting or an applicable exemption applies to their severance plans.
Plan documentation, participant communications, and actual administrative practices should be coordinated to avoid conflicting descriptions of eligibility and benefits.
Enforcement, Benefit Claims, and Fiduciary Liability
ERISA Section 502, 29 U.S.C. § 1132, provides civil enforcement mechanisms that may permit eligible participants and beneficiaries to pursue unpaid benefits, enforce plan rights, or seek other appropriate relief.
Depending on the facts and legal basis of the claim, litigation can also involve requests for equitable relief, attorneys’ fees, statutory penalties for certain disclosure failures, and remedies for fiduciary breaches.
The potential for claims involving numerous employees makes uniform plan interpretation and careful administration especially important.
Employers and Business Leaders May Pay High Cost For Bungled Responsibilities
Bungled severance arrangement design, documentation or administration can be costly for employers and the business leaders responsible for the design and administration of these programs.
Along with from compromising the ability of employers to enforce intended limitations on payments, enforce releases or other conditions of the program, sponsoring employers and their leaders responsible for administering these arrangements risk:
- Department of Labor Employee Benefit Security Administration investigations and enforcement actions for wrongful denial of benefits, breach of fiduciary duty, and other ERISA breaches seeking damages, penalties and enforcement costs; and
- Class action and other lawsuits by employees seeking damages plus attorneys’ fees and other enforcement costs for breaches of ERISA, the Age Discrimination in Employment Act or other laws.
Business leaders involved in or with discretionary authority over the design or administration of these programs also could be at risk for personal liability where the mishandled responsibilities are found to constitute fiduciary breaches.
Practical Steps Employers Should Take Now
Employers and individuals within their organizations charged with administering these arrangements concerned about positioning their organization to maximize their companies’ flexibility to make workforce changes without unanticipated separation pay liabilities and costs should reassess their severance and separation pay practices before the next workforce action or change. Recommended actions include:
- Inventory existing arrangements. Identify formal severance plans, executive separation arrangements, employee handbook promises, change-in-control programs, and established severance practices. Determine which arrangements are governed by ERISA and which may be subject to other legal requirements.
- Review plan drafting. Confirm that eligibility, exclusions, covered terminations, alternative employment offers, relocation requirements, and benefit formulas are clearly defined and reflect intended business practices.
- Evaluate ERISA compliance. For covered plans, confirm that written plan documents, fiduciary designations, summary plan descriptions, claims and appeals procedures, and applicable reporting obligations are optimally addressed. To the extent ERISA compliance is deficient or suboptimal, prompt corrective action should be taken.
- Review restructuring decisions against existing plan terms. Before implementing layoffs, relocations, consolidations, or position eliminations, determine whether the proposed actions may trigger severance obligations. Avoid relying solely on labels such as “voluntary resignation” or “transfer refusal” without examining the actual facts and governing provisions.
- Train decision-makers and document determinations. Ensure human resources personnel, management, and plan fiduciaries understand their respective roles and responsibilities. Maintain contemporaneous records supporting eligibility determinations, benefit calculations, and claim decisions.
- Coordinate severance arrangements with other applicable laws. Depending on the circumstances, severance arrangements may also implicate the WARN Act, the health benefit coverage continuation rules of the Consolidated Budget Reconciliation Act (“COBRA”), ERISA and federal tax laws regarding pension and profit sharing plan complete or partial terminations, securities, tax and other considerations regarding equity based pay, federal and state discrimination laws, wage payment requirements, tax rules, and legal requirements governing releases of employment claims and other requirements.
The Bottom Line
Severance and separation pay arrangements are not merely discretionary human resources practices. They may create enforceable benefit obligations and trigger significant ERISA and other compliance responsibilities.
The Konica Minolta litigation demonstrates how a dispute concerning the characterization of a workforce restructuring and the application of a severance plan exclusion can develop into potentially expensive class action litigation.
Employers should proactively review their severance plan documents and practices, ensure that benefit determinations are made in accordance with governing terms, and confirm that ERISA-covered programs comply with applicable fiduciary, claims, appeals, disclosure, and other requirements.
Careful drafting before a restructuring and disciplined administration when employment ends can significantly reduce the risk of costly disputes over severance eligibility.
For Help or More Information
The author of this update, Cynthia Marcotte Stamer has decades of experience advising and representing employers on these and other workforce, compensation and benefit concerns.
Well-known for her knowledge, training and publications on these concerns, Ms. Stamer also is nationally recognized for her extensive publications, training and advocacy on health and other employee benefits matters,
For more information about securing a copy of the recording, attending the upcoming or other briefings, or other health or other employee benefits, workforce, health care or other training, resources, or services, see http://www.solutionslawyer.com orcontact Ms. Stamer via e-mail or via telephone at (214) 452 -8297.
About the Author
The author of this update, Cynthia Marcotte Stamer, has decades of experience advising and assisting employers on the design, audit, enforcement and defense of employment, severance and other employee benefits, and other workforce, employee benefits, and operational risk management and compliance.
An American College of Employee Benefits Counsel and a Martindale-Hubble “AV-Preeminent” (Top 1%) attorney and advisor board certified in labor and employment law by the Texas Board of Legal Specialization peer celebrated as “Top Rated Lawyer” and “LEGAL LEADER™ “Top Rated Lawyer” and “Best Lawyer” for her work in ERISA & Employee Benefits Law, Health Care Law, Labor and Employment Law, and Business and Commercial Law, Ms. Stamer has decades of experience advising and defending employers, employee benefit plans and their fiduciaries, debtors in possession, bankruptcy trustees and receivers, and others about employment termination, severance pay, settlement negotiations and other aspects of planning, implementing and defending single or mass employment terminations and other workforce, employee benefit and business concerns in a wide range of contexts Her experience includes advising employers, employee benefit plan fiduciaries and others about the planning, design, documentation, interpretation, administration and defense of these and other employment, employee benefit and other practices, as well as conducting audits and investigations, designing and updating compliance and risk management programs, responding to government investigations, conducting transaction, governance, and other due diligence, and assisting with other legal and operational compliance and risk management and legislative and regulatory affairs. She is available to assist your organization in assessing the impact of these developments and navigating the compliance and strategic steps that follow.
In addition, Ms. Stamer also is widely celebrated for her leadership in the American Bar Association (“ABA”) and a multitude of other policy, professional, civic, educational, community and other organizations. Ms. Stamer currently or previously served as the American Bar Association (“ABA”) Joint Committee on Employee Benefits (“JCEB”) leadership council, Scribe leading the Department of Health and Human Services annual agency meeting and a representative to other annual agency meetings, speaker, author and faculty; the ABA International Section International Employment Law Committee and International Life Sciences Committee Chair; the ABA Tort Trial and Insurance Practice Section Medicine and Law Committee Chair, SCOPE member, and Employee Benefits and Worker’s Compensation Committees Vice Chair; the ABA Health Law Section Managed Care & Insurance Interest Group Chair and Risk Management Interest Group Vice Chair; the ABA RPTE Employee Benefits & Other Compensation Group Chair and Welfare Benefit, Fiduciary Responsibility, and Plan Terminations and Transactions Committees Chair; the North Texas Health Care Compliance Professionals Association Vice President and Executive Director; a Southwest Benefits Association Board Member, Treasurer and Continuing Education Committee Chair; a SHRM Consultants National and Region IV Board Chair; a WEB National Board Member and Dallas Chapter President; the National Kidney Foundation of North Texas Board Member and Compliance Chair; the Richardson Development Center (now Warren Center) for Children Early Childhood Intervention Agency Board President; a North Texas United Way Long Range Planning Committee Member; and in many other leadership roles in a broad range of other professional and civic organizations.
Along with these activities, Ms. Stamer also has earned national recognition for her authorship of thousands of highly regarded works, presentations as a knowledgeable speaker, testimony and other input of regulators and legislators, and media interviews on health and other benefits, human resources and other workforce, health care, insurance, data privacy and security and other related concerns.
For more information about Ms. Stamer or her health industry and other experience and involvements, see www.cynthiastamer.com or contact Ms. Stamer via telephone at (214) 452-8297 or via e-mail here.
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