2024 Goals: 10x Revenue

2023 Goals: Profitability to enable a capital raise in down-market and preparing for investments in growth. Developer Operations. Created a demonstration project to reduce dev-ops costs for new projects and improve our time-to-market speed by implementing a new set of ‘infrastructure as code’ tools and a Kubernetes microservice architecture side-by-side with the existing systems. This project aims to allow engineering, finance, and business intelligence teams access to scalable, secure, independent development workflows supported by a common continuous deployment infrastructure. Market Planning. Developed, planned, and managed a strategic planning workshop resulting in the development of a prospective client screening rubric, new sales engagement protocols, and better future product-market-fit to reduce the cost of customer acquisition. The goal of the project is to increase the relative value of marketing, business development, and sales spend compared to previous cycles. Software Engineering. Primary architect, developer, and manager or for a multi-language suite of microservices to support the rollout of new products and features to increase same-customer revenue acquisition and improve customer retention.

2022 Goals: Scaling to reach cash-flow neutral. Data-Driven Sales. Developed a suite of software tools to facilitate a new sales strategy and consulting products to deliver services to prospective customers at a fraction of the cost of fully on-boarding a new enterprise. The effort included creating internal data as-sets, technical manuals, and marketing materials demonstrating a comparative marketing capture rate improvement of 35 percent. Service Development. Fully developed the front-end, back-end, continuous deployment, and infrastructure for a chargemaster and contract management system. The system allows for the creation, storage, and processing of healthcare organization chargemasters, payment contracts, and standard operating procedures. Additionally, the system benchmarks all geographically adjusted prices to both CMS and local internal business intelligence projections. Deployment value estimates indicate a 75 percent reduction in staff time to manage and maintain these critical systems for our staff, while offering new valuable features for existing clients and marketing prospects. Professionalization of Project Management. Led the organization-wide implementation of a new project management system with a continuing 100 percent adoption rate by teams. Team leads are already reporting better issue tracking, less information loss, and higher customer retention rates – directly attributed to this project, in addition to saving hundreds of development hours in creating a lesser version of this the implementation. Leadership Development. Developed and implemented a ‘train the trainer’ program for internal leadership development, focused on improving internal human capital development practices. The program has since graduated a class of team-leads that are now focused on mentoring the next generation of team-leads to create a sustainable high-quality self-perpetuating internal human capital pool.

2021 Goals: Go lean to make the runway count. Automation and Scale. Lead the development of a multi-pronged approach to process automation including developing a data in-sights system, increasing units per headcount from under 250 per week to over 4,000 per week (and climbing). Data-Driven Culture. Intentionally building a culture of data-driven decision-making for all operations staff, and rebuilding the way the organization thinks and interacts, both internally and externally by building, making-available, and engraining the use of technology tools and decision-making systems that rely on fact-based analysis. Systems Building. Lead the transformation from “tracking sheet” to “data-driven operations management” by installing data pipes direct to users for near real-time insight into operations, reducing average unit-process time from 24.6 days to 6.3 hours (and improving). Business Intelligence. Developed an end-to-end business intelligence suite for clients’ financial reporting needs based on prior financial research. This system allows for a highly flexible financial reporting pipeline, driven by a configuration language that allows trained staff to quickly and easily develop new statistical reports using the existing infrastructure. The staff can then store, manage, and trigger the delivery of reports to the client’s accounting, financial, or leadership teams on request or on schedule. Right Sizing. Made difficult decisions to terminate unprofitable clients in turbulent times allowing strategic focus on the accounts, lines of business, and growth path that mattered to the organization, extending runway by 24 times and setting a path to profitability.

2020 Goals: Responding to radical market shifts in a pandemic.Operations Leadership. Scaled operations staff from three to seventeen direct reports, increasing scope of operations from data-entry to client support, medical credentialing, contract management, and developing the associated staff and training. Transitioning from a loosely knit group of largely contractors, to a small group of highly integrated teams, reducing staffing costs and increasing productivity. Market Strategy. Lead an internal consulting project to determine key future customer segments based on profitability, market-fit, and competition that shifted target customers and winning two contracts each more profitable than the entire prior client portfolio. Financial Research. Conducted market research among our customer’s financial leadership to understand, plan, and iteratively develop the financial products that were necessary and high value for our target-market demographics. This project resulted in forming a client financial leadership council, which advised on the development of their own financial tools resulting in very high-quality, quick development cycles and products. Strategic Focus. Lead resource allocation decisions, downsizing one business unit by 90 percent, sunsetting one business unit, and redeploying resources in areas of better product-market fit and better margin potential.

Leading the development of financial reporting policies and systems as well as leading the diligence and securing terms a USD 100 million credit facility, extensible to USD 300 million in six months. The analysis ultimately led to a major strategic shift for the organization and kicking off a major restructuring effort.

Alternate Payment Models: Created and managed contracting negotiations for adopting value-based purchasing arrangements addressing the social determinants for multiple state, plan, and provider relationships. Data science: Designed and coded data analysis software to identify high-risk populations from their claims, encounter, enrollment, and other external data; then calculate their baseline, historical, and forward-looking expected total costs as a basis for economic and financial analysis. Economic and financial modeling: Created stochastic scenario analysis of complex payment mechanisms contingent on public-health outcomes, identifying sensitives and key program risk variables to structure USD 9.5 million in direct program investment.Evaluation planning: Designed and assisted implementation with evaluation plans of Medicaid value-based purchasing arrangements based on actuarial-sound measures of reductions in the total cost of care for high-risk patient populations.Executive engagement: Secured commitments among executives from healthcare companies, Medicaid offices, service providers, and government officials to turn the USD 300 billion Medicaid program into a public-health investment opportunity.Feasibility determination: Created, implemented, and published a methodology for systemically identifying, exploring, and evaluating key issues in the use of Pay for Success financing to demonstrate the qualitative investment-risk profile for a portfolio of 20 projects.Health policy analysis: Assessed and analyzed existing policy for key issues, impact on stakeholders, and designed ideal policy out-comes to use USD 13.8 billion in annual asthma expenses into investment opportunities financed through Pay for Success.Thought leadership: Authored over 10 publications, securing a think-tank contract to produce work on insurance market-dynamics and healthcare policy.

AccomplishmentsApplication Prototyping: Created over 16 application prototypes including functional mock-ups, interactive demonstrations, and minimal viable products ready for initial testing or delivery to clients for retaining and expanding over 100 service contracts. Business Intelligence Systems Design: Optimized capital and labor investments by health systems by creating an analytical model for physician practices nationally and training an internal team for use of the software to identify nearly USD 500 million in opportunities. Strategic Analysis: Assessed current market position and implied operating strategy, formulated cohesive vision and targets, as well as supported the implementation of continuous improvement cycles for attaining desired outcomes of USD 245 million in projects. Professional DevelopmentLeadership and Training: Developed training curricula for applications, software, and their use by a team of experienced analysts. Software Development: Competency in software application prototyping including user experience, data-processing, systems design, and database development. Tools: Proficiency using Jira, MS Access, Virtual Studio (IDE), MS SQL Server, and advanced MS Office.

Participated in the DC I-Corps program as a partnership with Children's National Medical Center's Sheikh Zayed Institute for Pediatric Surgical Innovation to develop a 'Safe Surgical Drain' product using the lean-startup method to raise USD 2.9 million in early stage funding.

The Initiative for Economic Innovation (IEI) was a public service collaboration led by the George Washington University School of Business (GWSB) with the Academic Consortia of DC Universities, and the District of Columbia’s Office of the Deputy Mayor for Planning and Economic Development (DMPED), the Federal City Council (FCC), and other stakeholders. It was dedicated to creating a publicly available academic consulting firm with a mission of making meaningful contributions to society through leadership development, technical assistance, and community organization. Business development: Developed the branding strategy, client base, and professional network of the burgeoning Initiative, while retaining initial clientele and securing newly funded projects worth USD 1.25 million. Economic analysis: Supervised or conducted analysis of over 120 economic development initiatives and conducted comparative analysis to prioritize allocation of resources improving the return on new invested capital by an expected 3.5 percentage points. Project management: Identified and addressed human capital, logistic, process, and structural needs to exceed the client’s desired standards and expectations while completing protects on time and under the USD 500 thousand budget.

Government Revenue Capture: Capture-Strategy Planning: Used publicly available information to develop models predictive of government procurement cycles, successful pricing strategies, and approaches for disruption.Market research: Assessed major public-data sources to determine market sizes and segments for key client interests.

Analysis: Completed comparative analysis of best practices with development models from New York, Chicago, and San Francisco to create a public sector strategy designed to produce 100,000 jobs and USD 1 billion in annual tax revenue. Economics: Collaborated directly with prominent local economists and academics to develop a sophisticated economic impact model enabling a fact based decision making framework for resource allocation of a USD 1.5 billion investment fund.Qualitative research: Interviewed over 35 business leaders of the professional services sector to identify growth opportunities, verified information through structured research, synthesized it into actionable form, and presented it to the Mayors advisory group. See also:http://www.forbes.com/sites/dougguthrie/2012/11/14/mba-students-help-find-economic-solutions-for-the-nations-capital/http://business.gwu.edu/DCEconDevStrat/http://dmped.dc.gov/DC/DMPED/Programs+and+Initiatives/The+Five-Year+Economic+Development+Strategy+for+DC/Economic+Development+Strategy+Full+Reporthttp://www.washingtoncitypaper.com/blogs/housingcomplex/2012/11/15/d-c-is-weird-in-charts/