Michael Wahlstrom, CEO, UnitedHealthcare Employer & Individual Plans of Georgia & Alabama

Michael Wahlstrom, CEO of UnitedHealthcare Employer & Individual Plans of Georgia and Alabama, is focused on expanding access, affordability, and simplicity for employers and members across two of the nation’s most dynamic healthcare markets. In an interview with Focus:, he discusses emerging trends, persistent challenges, and how UnitedHealthcare is advancing solutions that address both immediate needs and long-term systemic gaps. “We’re investing heavily in expanding behavioral health resources because we recognize that addressing mental health is a foundational piece of improving overall health outcomes in the Southeast,” Wahlstrom said.

Over the past year, what changes across Georgia and Alabama have been most influential, and how are they shaping your strategy going forward?

We’ve had strong momentum in Georgia and Alabama by focusing on affordability, accessibility, and simplicity for our members and employers. Those priorities speak directly to some of the biggest issues affecting the healthcare industry today. Rising healthcare costs are burdening consumers across every segment, workforce shortages are affecting both clinical and non-clinical roles, and demand for digital-first experiences continues to climb.

On the affordability side, we’re balancing the overall cost of care and economic pressures with active cost management and an emphasis on quality. We see our role as being good stewards of member dollars and spend. That means partnering with providers who deliver high-quality, efficient care through value-based arrangements and finding ways to mitigate rising costs without compromising outcomes.

Workforce shortages remain a significant challenge. In response, in 2022 the United Health Foundation launched a 10-year, $100 million commitment to deepen and scale the health care workforce. Through our scholarship program, we aim to support 10,000 current and future healthcare professionals by 2033. For the 2024-25 academic year in Georgia alone, we awarded 79 scholarships totaling more than $450,000.

We’re also proud of our parent company’s strategic partnership with Goodwill Industries — a $4.5 million commitment over three years. Since 2024, that collaboration has provided services to nearly 60,000 individuals, with more than 15,800 finding employment, including 1,600 in healthcare roles. This is a powerful way to increase access to training and career pathways.

On the digital side, we continue to scale virtual behavioral coaching and roll out Surest, our simplified, copay-only plan that offers upfront cost transparency. Surest is available to employers with two or more employees and gives members tools to compare costs easily within the UnitedHealthcare network. On average, members save about 50% on out-of-pocket costs. All of these pieces — affordability, workforce development, and digital innovation — are shaping how we evolve our strategy across the region.

Where do you see the greatest gaps in access to care, and how are you addressing them in underserved parts of Georgia and Alabama?

One of the largest gaps we see today is in behavioral health access. The need has grown significantly since the onset of COVID, and Georgia in particular faces acute provider shortages. UnitedHealthcare now has the largest behavioral health network among our competitors, but the need continues to outpace capacity.

Georgia ranks 48th nationally in the availability of mental health professionals, including psychiatrists, psychologists, licensed social workers, marriage and family therapists, counselors, and advanced practice nurses specializing in behavioral health. That makes it even more important to expand access through telehealth and virtual behavioral coaching. These solutions help us reach people not just in Metro Atlanta, but throughout rural communities where shortages are even more pronounced.

We’re investing heavily in expanding behavioral health resources because we recognize that addressing mental health is a foundational piece of improving overall health outcomes in the Southeast.

What trends are shaping the healthcare landscape in your markets, and how are you navigating them?

Affordability and transparency remain major priorities for employers and consumers. Many employers want more predictable costs, which is why our level-funded and Surest plans have been well-received. Our broader goal is to educate consumers about the total cost of care and give them intuitive tools to make informed decisions.

Digital-first experiences are another significant trend. Members expect healthcare navigation to mirror the simplicity of online shopping or banking. To meet those expectations, we’ve developed tools like Smart Choice and the UHC Store.

Smart Choice uses artificial intelligence to deliver personalized provider searches, cost comparisons, quality insights, and AI-powered suggestions based on similar care journeys. It also includes conversational AI features for real-time support through the UHC app or MyUHC.com.

The UHC Store is a new digital shopping experience available to 6 million commercial members today, with plans to expand to 19 million. It gives members a straightforward way to supplement their health benefits year-round in a more familiar, consumer-friendly format.

Behavioral health expansion and value-based care are also major trends. As costs continue rising, partnering with providers who can deliver high-quality, efficient care is essential. Value-based arrangements allow us to support better outcomes while reducing overall spend.

What are the most significant challenges your industry is grappling with, and how are you turning them into opportunities?

The biggest challenge right now is rising costs. We’ve talked about several strategies to address this, but value-based care remains at the center of our approach. Aligning incentives around outcomes instead of volume is critical to driving efficiency and affordability.

We’re also focused on consumer empowerment. Products like Surest and the UHC Store simplify the experience and provide clearer pathways for members to access care without unexpected financial surprises. The UHC Store, in particular, is designed to transform the way people interact with healthcare by making it more intuitive and accessible.

Workforce shortages are another major challenge. Our $100 million investment in healthcare workforce development addresses that head-on by supporting students entering the field and helping build a talent pipeline in states like Georgia and Alabama. The partnership with Goodwill expands that reach even further, helping individuals access education, workforce readiness, and wraparound support.

These challenges are significant, but they ultimately create opportunities for innovation and more resilient systems.

Looking ahead, what is your outlook for UnitedHealthcare and the broader industry over the next three to five years?

For UnitedHealthcare, we’re going to keep investing in digital tools. A big part of our focus is removing complexity from the healthcare system. Digital innovation and artificial intelligence play a major role in that effort, especially when it comes to affordability, navigation, and personalization.

For Georgia specifically, community health programs will remain a priority. Bringing access to communities across the state — including rural areas and historically underserved neighborhoods — is essential. We see tremendous value in ensuring that all Georgians have pathways to preventive care, behavioral health, and long-term support.

From an industry perspective, I expect to see greater transparency, more AI-driven personalization, and continued emphasis on behavioral health access. Georgia’s growth and strong employer demand for competitive benefits will drive ongoing innovation. The industry will need to keep pace with that demand by developing simpler, more efficient, and more integrated solutions.

Is there anything else you would like to highlight that we haven’t covered?

I’d emphasize community engagement. We’re significantly increasing investment in programs that address food insecurity, transportation, and housing — all of which are fundamental to overall health. UnitedHealth Group supports a wide range of housing solutions, from mixed-income and affordable housing developments to supportive housing for individuals facing complex needs. These investments include new construction, rehabilitation, and preservation across urban, suburban, and rural communities.

In Georgia alone, we’ve helped support more than 2,000 affordable housing units with over $115 million in investments. These initiatives improve stability for families, seniors, and veterans while connecting them to wraparound services that support healthier lives.

I’d like to be clear that we do not use AI to make decisions about coverage or prior authorization denials. AI is a tool that supports human decision-making — not a replacement for it. Ensuring that our processes remain human-led is critically important to us.