The Team that's Building the Reset.

Co-Founder and CEO

Twenty-eight years building and growing businesses, and every one of those years signing a health insurance renewal that cost more than the year before.

Greg is a three-time founder and CEO with three successful exits: Derivion, acquired by FIS in 2001; FactorTrust, acquired by TransUnion in 2017; and QuidMarket, acquired by Propel Holdings in 2024. Inc. 5000, Red Herring Top 100, and E&Y Entrepreneur of the Year Finalist.

Running those companies meant running the same annual conversation every business owner knows by heart. Premiums up again. Do we switch carriers? Raise the deductible? Shift more cost to employees who are already stretched? Health insurance was consistently the second largest line item in employee benefits, and every year the only real question was how much worse it would get.

When Omar described the company he wanted to build, Greg recognized it immediately. OffPlan was the answer to the renewal letter he had been signing for twenty-eight years, and to the same trap every business owner, from the smallest shop to the largest enterprise, is still inside.

Co-Founder and COO/CCO

Twenty-five years in healthcare, most of them watching insurance break the relationship between doctors and patients.

Nearly two decades at Accredo (Express Scripts/Cigna/Evernorth) in Specialty Pharmacy gave Omar a front-row seat to how physicians and patients spend enormous energy fighting their own insurance companies for medications and care that were already medically necessary. The same pattern, every day, for years.

In 2023, he founded Sabio Health to support independent primary care practices in Atlanta and the Bay Area. The thesis was simple: let physicians do what they went to medical school to do, and build a company that handles everything else. What he found was that even the best independent practices were trapped by the same broken economics.

Omar founded OffPlan because he had seen every version of "fix the system from the inside," and none of them worked. The only real answer was to step outside the system entirely and build the alternative employers, physicians, and patients had been waiting for.

Chief Medical Officer

A decade practicing medicine, most of it spent watching the billing system make good care harder to deliver than it ever needed to be.

David is a board-certified Internal Medicine and Sports Medicine physician, trained at the University of Alabama Birmingham School of Medicine. He has cared for patients ranging from community practice to elite athletes with the Alabama Crimson Tide and Major League Soccer, and his research on injury surveillance, chronic pain, and predictive modeling has shaped how outcomes and costs are understood across both worlds.

He is co-founder of Fitomics, a performance medicine practice in Birmingham that built a different model: physician judgment, patient data, and time spent on care rather than coding. He has also worked inside health technology as a physician engineer at Canvas Medical, translating clinical reality into software. Different sides of the same problem, every time. Physicians and patients burning hours fighting the billing layer instead of working toward the best outcome at the right price.

Fitomics proved the model. OffPlan builds it at network scale: clinical standards that actually help patients, a platform that surfaces the data employers and physicians both need, and the outcomes evidence that earns employers a better answer than the renewal they were about to sign.

Chief Technology Officer

Twenty-two years engineering software for healthcare and payments, most of it spent watching both industries build expensive workarounds for problems that should never have existed in the first place.

Pepper leads OffPlan's technology strategy. A Mercer University computer science graduate who progressed through senior development roles to Lead Application Architect, he has spent his career at the exact technical intersection where OffPlan operates: an emergency department EMR acquired by NextGen Healthcare in 2012, real-time ambulance dispatching for EMS transport, and a cloud-based patient outcomes platform for adolescent behavioral health. He continues to advise a publicly traded healthcare payments platform whose software his team supports processes more than $1B in annual patient payments.

For the last decade he has also been building and operating his own multi-tenant SaaS fundraising platform, now processing roughly $2M a year in donations across multiple payment gateways. A hands-on education in the parts of payments software the textbooks skip.

Direct primary care is not a healthcare problem with a payments component, or a payments problem with a healthcare component. It is both at once, and almost nobody building in this space has done both. Pepper has. OffPlan's platform is being built that way from day one, by the team that has actually shipped it on both sides.

Chief Financial Officer

Fifteen years managing the finances of complex organizations, and every one of those years watching healthcare costs climb without explanation and without relief.

Harvey is a CPA and CMA whose career has spanned public accounting, private equity-backed manufacturing, multi-billion dollar distribution and staffing operations, and startup launches, including serving as a founding CFO. Each chapter brought a different set of challenges. He has built financial infrastructure from the ground up and overhauled it inside organizations growing faster than their systems could keep up, most notably at Halperns' Steak and Seafood, where he transformed financial operations as the business scaled from $400 million to over $1 billion in revenue. As a senior finance leader and CFO, he has owned the financial function end to end - building the teams, systems, and strategies that let organizations operate with confidence and grow with discipline.

The common thread running through every budget he ever built was the same conversation about healthcare costs. A line item that grew every year, absorbed without understanding, because no one had built a structure that gave employers a real choice. Being part of the company that finally answers that problem was an easy decision.