Health systems, health plans,  life sciences, medtech companies, and digital startups are seeking access to quality data from inside and outside of their organizations. We built the Innovaccer® Health Cloud to eliminate data silos by unifying patient data across systems and settings to empower healthcare organizations to rapidly develop scalable, modern applications that improve clinical, operational, and financial outcomes.A data platform that facilitates collaboration with everyone in the care ecosystem and delivers the right information at the right time enables us all to care as one by improving outcomes and reducing healthcare costs.

HumanityCorp is a social impact investment platform and business model disruptor, powered by technology, aimed at creating new value for health systems from existing core operating functions, such as supply chain, revenue cycle, IT, digital, and pharmacy. Ms Stevens is part of the founding executive group creating a new operating model to "synthetically merge" select health systems' back office operations into a national technology, data, and management platform. The start-up work includes engagement with leading procurement organizations, identification of existing or de novo creation of operating partners, and use of novel financial instruments to monetize cash flows and create significant new margin from improved operations and vertical integration.

Leads the Center for Operational Transformation to guide health systems' operational transformation through automation and digital innovation. Areas of expertise include financial operations, clinical operations, business operations, clinical decision making, provider experience, and automation platforms (e.g., RPA). Health systems are able to make better decision...faster...and with confidence...with AVIA's unique approach to strategy design, market research, business case/ROI development, technology assessment, and performance outcomes. Technology and digital services companies also comprise an expanding book of business as they seek expertise to improve their go to market strategies by aligning their product development and sales approach with health system needs. Ms. Stevens leads the practice, and its significant growth with nationally recognized health system clients and services. She is a sought after industry expert helping Boards, the C-suite, and digital solution companies navigate the complex and necessary shift to automated operations, creating increased margin, productivity and performance. As a senior executive at AVIA, she has been instrumental in the firm's consistent network growth (averaging 50%/year).

Ms Stevens led multiple "verticals," with areas of expertise in Population Health/VBC, Consumerism/The Digital Front Door, Operating Efficiency, Provider-Payor Collaboration, and the Children's Hospital market. These teams advised healthcare incumbents on using digital to transform their enterprises and solve strategic and pressing problems--improving health outcomes, increasing consumer-driven growth, and bending the cost curve. Ms. Stevens also oversaw the software development of AVIA Connect, a proprietary SaaS digital platform for digital innovation.

First health system C-suite executive brought in to accelerate AVIA's start-up phase. Recruited for her deep experience and proven impact as a health system and clinical integration executive, Amy Stevens guided the Value Based Care initiatives for AVIA, as well as designing new ways for organizations to expand their innovation capacity. The AVIA Innovator Network brings together forward-leaning health systems to solve shared, pressing challenges. Network members are dedicated to transforming care through the best use of emerging technologies. Our rigorous, collaborative process makes innovation more effective and clears the way for health systems to take on more opportunities. AVIA points members to innovative solutions that offer quick wins by delivering rapid results. We also provide opportunities for members to create first mover advantage by working with entrepreneurs on game-changing ideas. AVIA's core offering is the innovation cohort -- a structured approach to "de-risk" action in the crowded and uncertain technology application environment. Starting with our members' needs, we develop business requirements, review the complete solutions landscape, lead contracting, and support implementation.

Founding Board Member of start-up, Aha! - a digital start-up and experience design consultancy, purpose-built to address how consumers engage with health systems, across the entire consumer/patient journey. Aha! explores, designs, prototypes, and activates integrated omnichannel digital experiences to acquire, engage, and retain next-generation patients.

International association of senior corporate executives from Fortune 500 companies and academics responsible for aligning operations and strategy to foster sustainable business practices. Have served on Board in various leadership capacities, including multiple terms as Chairman of the Board; re-joined the Board in 2010.

Ms Stevens' was President of a large clinical integration network (CIN), performing delegated management services for national and government payors and managing a large portfolio of risk-based contracts and value based care (VBC) programs. Ms. Stevens led the organization through a tremendous growth period, overseeing the expansion of a regional provider network to over 6000 providers and nearly 60 health systems and provider organizations, including PHOs, specialty networks and federally qualified health clinics (FQHCs). Ms Stevens was actively engaged with State of Illinois' early demonstration project for provider-based managed Medicaid plan, taking on ~300,000 covered lives. During her tenure, PHP's transformation included the development of advanced economics and analytics, new technology platforms, and risk-stratification management. The provider-based CIN improved critical quality and perform metrics, redesigned its physician governance and engagement, conducted large open enrollment campaigns, and significantly improved financial performance. The portfolio of plans and services includes an early demonstration Medicare ACO, a large Medicaid ACE, commercial and public exchange products, and private employer/union networks. Population health strategies and investments in care coordination and clinical quality created significant growth and market preference from enrollees, providers, and payors.

Ms. Stevens served as the System executive for Strategy and Growth of Illinois' second largest health system--encompassing 150 locations, including 11 acute hospitals, 25 peri-acute facilities, senior housing communities, an accredited University, 600+ employed physicians, over 20,000 employees and accountable care entities. Drawing on her strong operational expertise, Ms. Stevens designed and staffed an entirely new operating model for the System around Growth and Strategy to drive the integration of business, clinical delivery, and consumer engagement -- in partnership with regional administrators, physician leaders, the employed medical group and the System's clinical integration organization. Additionally, using innovative LEAN start-up principles, she led the enterprise through a rapid design/implementation process to dramatically accelerate the creation of new technology platforms underpinning the move to population health.

In 2013, US News & World Reports named PSJMC one of the top hospitals in IL, a distinction typically achieved by nationally-ranked academic medical centers. In this same year, PSJMC was also recognized on the first "Top 12" hospital roster for the Chicago Area (the country's third largest city) and a Top 100 hospital in the Nation (3 years running).As COO, Ms. Stevens partnered with an increasingly sophisticated medical staff to continue PSJMC's rise as one of Chicago's regional tertiary hubs, delivering advanced services through it's 500-bed acute hospital and 25+ ambulatory sites and physician practices. With the 5th busiest Emergency Department and 4th largest Surgical program in Illinois, Stevens oversaw the delivery of care to patients and referring community hospitals alike. She guided the transformation of operations from hospital-based to a system of care network, built on innovative physician alignment models, sustainable financial performance, and superior clinical outcomes. The results were consistent growth in services, scope, and quality....garnering Presence Health system's flagship ministry numerous nationally recognized distinctions.

Led the due diligence and operational integration for the merger of Provena and Resurrection Health Systems. Upon close, the new System was the largest care delivery network in Illinois--offering acute hospitals, physician practices, outpatient centers, retail clinics, long-term facilities, senior residential communities, home health, and hospice care. This merger of not-for-profit Catholic ministries was at the forefront of a growing trend to create larger, integrated care delivery systems capable of innovating under Health Reform.

Lead the growth of the southwest Chicago region by aligning operations with strategic opportunities in the health system's acute hospitals, physician practices, long-term care, and ambulatory network.Design and execute physician alignment business models (e.g., physician-owned to provider-based acquisitions, co-managed ambulatory centers; co-owned retail ventures; real estate and capital investments). Leader and Board member in creation of System's first Clinical Integration platform--one of the first in the nation to gain FTC approval. Reshape physician integration and governance structures to elevate physician leadership, earn loyalty and improve care delivery. Installed and actively lead System's first physician-hospital service line councils and co-management arrangements (e.g., cardiac, ortho, womens). Solidify regional provider partnerships and expand clinical capabilities to dramatically increase tertiary transfers and physician referrals. Changed organizational approach to identifying and operationalizing revenue opportunities by leading a multi-disciplinary Revenue Taskforce. Built a business operations intelligence group to gain cost efficiencies, incubate new ventures, and improve revenue generation. Develop new partnerships with national clinical providers to elevate clinical capabilities. Integrate operations, clinical services, finance, and business develop to halt historic market share declines and dramatically grow favorable volumes.Ms. Stevens also sits on the health system's employed physician practice Board of Trustees, hospital and health system Clinical Integration organization Boards, and formerly the Joliet Surgery Center Board of Directors and U.S. Senator Halverson's Healthcare Advisory Council.

Member of inaugural Health Care System Reform Fellowship. AHA-sponsored collaborative of the original small group of health systems receiving the first formal FTC-approvals to create clinical integration organizations.

As CSO led the strategic development of System integration, operational improvements, and growth. Operational accountability for multi-hospital/multi-state service lines and expansion initiatives (e.g., managed care; physician referral/network development; organized labor; physician alignment models; hospital-physician co-management and service line councils; regional referral hospital networks; academic affiliations). Guided implementation of core strategies in daily operations of the hospitals and ambulatory services within the enterprise. Developed data-driven tools to make informed decisions on growth, operations, and revenue. Provided ongoing evaluation of market forces and realignment of strategies/operations to achieve improve results.

Accountable for the creation and operationalization of system- and hospital-level service lines, including neurosciences and cardiac. Co-founded the Nevada Neurosciences Institute, by assembling a clinical powerhouse of over 30 subspecialists to co-manage an integrated service line, regional satellites and a research foundation. Built the operating infrastructure and feeder network to dramatically grow regional presence and tertiary referrals to System, which included state's largest hospital (700+ beds) and only children's hospital (240+ beds). Responsible for design and execution of intrasystem clinical pathways, technology investments, specialist contract alignment, payor networks, and service line operations to improve continuity of care and referral retention. Implemented operational cost efficiencies, physician utilization, and employer/payor backfill strategies to support significant recalibration of managed care portfolio. Active leader in labor relations and organizing campaigns. Piloted some of corporation's first physician/hospital service line councils and co-management arrangements. Served as lead executive spokesperson, including numerous high-profile crises.Concurrently, provided Far West Division with expertise in strategy, service line operations, and program development. Significant involvement in development and execution of managed care strategies. Simultaneously developed a uniform operating structure for physician alignment and referral development at 19 hospitals in 5 states. Provided operating model for clinical service line development and physician councils. Internal "loaned executive" to deploy best practices and operational expertise in payor/employer alignment, clinical service line development, physician integration, and growth initiatives.

Responsible for operational execution of key service line expansions, strategy and business development at Eastern Idaho Regional Medical Center. Designed and implemented shift to service line-based operations (cardiac, ortho, oncology, womens), including conversion to dedicated units, physician alignment models, clinical protocols, patient navigators, ambulatory centers, and operational/cost efficiencies. Second hospital in HCA to voluntarily post quality indicators, in advance of national transparency initiatives. Recognized within corporation for leading game-changing managed care initiatives with payors and employers; test market for enterprise-wide negotiating strategies. Garnered national attention and legislative activity as one of first hospitals to challenge physician-owned hospitals and "economic credentialing" practices. Leveraged rare high-altitude search & rescue air transport capabilities to become preferred provider for Yellowstone & Grand Teton national parks, and establish robust regional trauma and tertiary referral program.

Co-Founded a residential home to give women a safe, confidential environmental to support their pregnancy. Provided life skills, job training, and adoption support. Created and sat on the inaugural Board. Procured the property, set up the nonprofit, hired/managed the 24/7 professional staff, participated in intake screening for new residents. Significant fundraising and safe harbor/adoption policy advocacy work. This community service organization remains a strong resource in the region after 20 years of service.

Recruited in as Enterprise Practice Lead to build a new business line for the professional services firm, with multiple site nationally. Recognized as a top expert, trouble-shooting tough public participation problems. In addition to “front-end” strategic planning and issue management, senior leadership has often sought her out to directly intervene and manage already volatile public crises. Example achievement: was competively selected by State legislature to facilitate a trend-setting municipal and private sector growth management initiative for southern Nevada (then, the fastest growing region in the US). Under harsh scrutiny and forecasts of certain failure, designed and managed a productive process that met every legislated deliverable on time and within budget. Authority’s ambitious, highly visible work earned respect and commendations locally and nationally as it rebuilt fractured relationships and involved the community in meaningful ways. Additionally, performed consulting work for other client projects involving public issues that intersected with government oversight and corporate business/operations.

Regional Practice Lead, charged with established new business line and client roster within a traditional engineering and financial services M&O firm. Led mission-critical initiatives by major corporations, federal contractors, government agencies, and municipalities facing serious issues involving public policy, growth planning, energy, waste management, animal rights, and the environment. Managed multiple teams/projects around USA. Poven ability to bridge operational realities with conceptual innovations.