Mainebiz

W W W. M A I N E B I Z . B I Z 9 N OV E M B E R 1 7 , 2 0 2 5 Northern Light and Anthem reach agreement Northern Light Health and Anthem Blue Cross and Blue Shield in Maine reached a multi-year contract agree- ment. e retroactive clause means all care delivered since Nov. 1 will be treated as in-network for Anthem members, because the previous contract ended, after a one-month extension, on Oct. 31. Due to confidentiality agreements, spe- cific contractual details were not released. N O T E W O R T H Y N O R T H E R N & E A S T E R N Good Shepherd Food Bank in Hamp- den received several donations to help address the anticipated reduction of fed- eral Supplemental Nutrition Assistance Program funds because of the govern- ment shutdown. The Maine Community Foundation in Ellsworth and the John T. Gorman Foundation in Portland each provided a $250,000 grant, while Han- naford Supermarkets in Scarborough made a $144,000 donation. GREATER REACH. STRONGER SERVICE. DEEPER COMMITMENT. Grow your business with reliability and confidence. FidiumBusiness.com | 1.844.343.4862 67,000+ fiber route miles 250,000+ on-net / near-net buildings $1.7 Billion+ in network investments since 2020 A S K AC E A n s w e r e d b y L a u r a M c D o w e l l , A C E m e m b e r The Association for Consulting Expertise (ACE) is a nonprofit association of independent consultants who value "success through collaboration." The public is welcome to attend its regular meetings to share best practices and engage with industry experts. For more information go to www.consultexpertise.com. Q: We've grown quickly, but don't have formal systems for compliance or risk. How do we protect the business without creating a bunch of red tape? ACE answers: You're not alone. As companies grow, the risks get bigger — and recognizing that quality professional legal support is invaluable when you need it, there are also practi- cal things you can do to minimize risk day to day. Structure is one of the most powerful. No single change will cover everything, but these three practices work together to help you protect what you're building: Define clear ownership: Risk hides in the cracks. If your team isn't clear on who owns what — from financial over- sight to employee policies to contracts — you're exposed. A clearly defined accountability chart ensures every key area has a responsible owner, not just a job title. When every area is owned, you're less likely to be blindsided. Surface issues early: Often, it's not that no one sees the problems, but that the team doesn't have a space to solve them together. Build a consistent leadership meeting cadence where issues are iden- tified and solved in real time, and pair it with a healthy cul- ture where people trust each other enough to speak up. That's what keeps small prob- lems from becoming big ones. Track what matters: If you're not measuring it, you can't manage it, and that includes risk. Build a weekly scorecard with 5 to 15 key numbers that give you an early warn- ing if something's off. Whether it's overdue receivables, customer complaints, or missed follow-ups, knowing your numbers helps you lead with confidence, not reactivity. Structure doesn't mean bureaucracy. It means protect- ing what you've built and giving your team the clarity to take ownership before issues arise. ACE member Laura McDowell is a certified Entrepreneurial Operating System implementer based in Portland. She helps leadership teams create structure, accountability and clarity to grow their businesses. Reach her at laura.mcdowell@eosworldwide.com. N O R T H E R N & E A S T E R N

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