Christine Castellvi, General Manager, North Florida, Cigna Healthcare

August 2026 —Invest: sat down with Christine Castellvi, general manager of North Florida at Cigna Healthcare, to discuss rising healthcare costs, evolving care models, workforce culture, and how Cigna is positioning itself to support employers and communities across the Tampa Bay region. “I’m in the people business,” Castellvi said.

What changes over the past year have most impacted Cigna Healthcare, and in what ways?

I’ve been in this business for about 24 years, and every year we say it’s going to be the toughest one yet. In many ways, 2025 did ease some pressure, but toughness always brings opportunity. Healthcare trends continue to rise well above the consumer price index. While many industries operate in a 5% to 7% trend environment, healthcare trends in certain markets are reaching the mid-teens, and in some specialty areas even approaching 20%.

At the same time, we’re seeing incredible advances in medicine, particularly in pharmaceuticals. These innovations are life-changing, but they come with significant research and development costs. When you layer that on top of lingering post-COVID cost pressures and global economic factors, affordability becomes a challenge not just in the U.S., but worldwide.

That puts a tremendous responsibility on the commercial side of the healthcare system, including private employers and the public sector. Cities, counties, school systems, and hospital organizations themselves are all managing rising benefit costs for their employees. It’s created a very complex environment for the entire industry.

Across the insurance and wellness sector, carriers like Cigna have been transparent about these challenges and focused on solutions. A big part of that is providing greater transparency so employers understand where costs originate, while also helping employees navigate an increasingly complex system. Guiding people to the right care, at the right time, in the right setting is essential, and it requires strong service models, technology, and navigation tools. When people have support, they are more likely to avoid unnecessary care, reduce delays, and make informed decisions that improve outcomes.

Looking back, 2025 felt like an acceleration year. Costs accelerated, medical advances accelerated, and the need to meet individuals where they are accelerated as well. The political, economic, and global environments added further complexity, but together they shaped a uniquely challenging and defining year.

How are strategies like localized networks, digital-first care, and addressing social determinants of health shaping Cigna’s role in the regional healthcare ecosystem?

One of the biggest developments has been the continued growth of accountable care organizations across Florida. Many hospital systems have built multi-specialty networks that allow individuals to enter care through primary care or OB-GYN services and then navigate seamlessly into specialty areas like oncology, cardiology, pediatrics, or orthopedics.

These integrated systems simplify the patient experience. Instead of managing referrals and appointments independently, individuals can stay within one coordinated network. We partner closely with these systems and structure contracts that support affordability while also placing accountability on providers to deliver quality outcomes.

Those arrangements allow us to bring new product options to market, including plans centered around specific communities or health systems. In many cases, these options come at a significantly lower cost than traditional open-access plans. Employers appreciate the flexibility. Some want a broad menu of options to serve diverse workforces, and Cigna is well-positioned to offer that breadth within a single benefit strategy.

In Florida specifically, we’ve expanded our SureFit offering. What began in Orlando and South Florida is now growing statewide in 2026, covering roughly 75% of Florida counties. These products are built around key hospital partnerships and provide more affordable, localized choices for employers and employees alike.

On the digital side, engagement timing matters. People only focus on healthcare when it’s immediately relevant to them. That’s why we continue to expand tools like click-to-chat, mobile access, and 24/7 service support. Cigna is the only carrier that still offers round-the-clock service, including holidays and weekends. That accessibility is critical for families managing care outside traditional business hours, especially when the only quiet window to handle benefits, referrals, or scheduling is late at night.

Beyond that, we’ve deepened specialization within our service models. For example, oncology programs now include concierge-style support for patients and caregivers. Our teams are trained to provide tailored guidance within specific therapeutic areas, ensuring people receive informed, compassionate assistance when they need it most.

How is Cigna attracting and developing healthcare talent in Florida amid growing competition for skilled roles?

I often say that I’m not in the insurance business or even just the healthcare business. I’m in the people business. My role is to build, retain, and support teams who show up every day with energy and purpose to serve others.

At the core of our talent strategy is culture. We recruit carefully, but more importantly, we focus on retention by creating a family-oriented environment. We support one another through challenges, celebrate successes, and recognize that people bring their whole lives to work.

Longevity is common at Cigna. Many team members have been with the organization for 10, 15, even 30-plus years. That speaks to a culture rooted in trust, transparency, and support. Mental health and work-life balance are priorities, and leadership is expected to show up as real, accessible people who can meet employees where they are.

When employees feel valued and supported both professionally and personally, they stay engaged. That engagement ultimately translates into better service for our clients and members, because service and relationships are built one interaction at a time.

How does Cigna engage with community organizations to address access, affordability, and health equity in Tampa Bay?

Community engagement is one of my favorite parts of my role, especially in Tampa. This is our home, and we want to see the region thrive. Being able to align personal passion with organizational purpose is incredibly meaningful.

One of our long-standing partnerships is with the Tampa Bay Buccaneers. It’s more than game-day hospitality. It’s a year-round collaboration that allows us to extend the team’s platform into mental health awareness, youth athletics, education, and community outreach. Their community involvement creates an opportunity to meet people where they already are, using trusted voices to help open the door to important conversations.

We’re also deeply involved with Metropolitan Ministries, where I’ve served on the ambassador board for many years. Through strategic funding, Cigna has supported the development of mental health services within homeless shelters, ensuring individuals receive both safe housing and behavioral health support. That kind of wraparound approach can be the difference between short-term stabilization and long-term progress.

Additional partnerships include Big Brothers Big Sisters, Meals on Wheels, Feeding Tampa Bay, and others that address social determinants of health like food access, housing stability, and basic care. Supporting these organizations ultimately strengthens the entire community, and it reinforces the reality that health does not start in a doctor’s office. It starts where people live, work, and find support.

What are your key goals and priorities for the next two to three years?

Affordability remains the top priority. Over the past two years, Cigna has re-contracted more than 80% of hospital agreements in this market. That’s an unprecedented amount of work across a short time period, driven both by Cigna and by our hospital partners. Now that groundwork is in place, the next step is to expand innovative, cost-effective products for employers and continue driving positive growth.

Another focus is presence. While virtual meetings are efficient, relationships are built in person. We want our teams out in the market, meeting clients face-to-face, understanding their needs, and building trust. People still want to do business across a table, not only across a screen.

Finally, listening is critical. The ability to truly hear clients and adapt quickly is what has sustained Cigna for more than a century. When you listen first, you can create solutions that are flexible, relevant, and responsive. That mindset will guide our strategy moving forward.