Key drivers for care coordination programs may include reducing inflated health care cost and improving the quality of care for high-risk populations. However, health care leaders lack methods to support financial investment in care coordination programs. The purpose of this single case study was to explore the strategies that health care leaders use to improve corporate financial investment in care coordination programs that include the triple aim of reducing cost, improving population health, and increasing patient satisfaction. The triple aim model provided the conceptual framework for the study in which 6 health care leaders from Southern California with experience garnering financial support for care coordination programs were interviewed. Data from semistructured interviews were analyzed and compared with company documents to establish methodological triangulation. The 4 themes that emerged included reflecting a reduction in health care cost; focusing on high-need, high-cost populations; partnering with primary care practices; and providing patient-centered care. The implications for positive social change included the potential to provide health care leaders the tools needed to garner financial investment in care coordination programs that improve population health and influence the health of high-risk populations.