Physician Housecalls is reinventing primary care in the Central United States so people 65+ get the care and the dignity they deserve. We are by Council Capital, a health-centered private equity firm in Nashville.

CapRock Health is a physician-owned hospital and healthcare system focused on improving care of patients and the physicians who serve them. Led the company's transformation from out-of-network to in-network, out-of-Medicare to in-Medicare, and untrusted to trusted, and unprofitable to profitable - even through the start and midst of the COVID pandemic.

The 10-month, post-MBA Redwoods Resident program develops DaVita leaders in corporate and field roles across the organization. My experience consists of on-the-job learning, mentorship, and a leadership practicum in one of DaVita’s dialysis centers.

After 16 months as an analyst, I was promoted to build my own department. My goal was to implement strategies I'd developed for our labor groups as an analyst into practice. Here are 2 highlights I'm most proud of:1. Automated monthly scheduling process for ~1,000 crew membersPrior to my automation, all 1,000 schedules were built manually (seriously) each month. This process - using paper and pencil to match one-way flights into daily pairings to monthly schedules - took 4+ weeks of overtime to complete. I did it for one month, and enough was enough. By the next month, I found and implemented a third-party software that not only automated the process, but also optimized schedules to ensure efficient performance. The cost-savings of the new schedules were incredible, and it only took 4 days (no overtime), start-to-finish2. Went from the most hated man in the company to one of the most respectedAfter helping to cut the flight attendants' union contract by 83%, I wasn't well liked by the crew. Following the above-mentioned automated scheduling process, they liked me even less. That's because going from beautifully-crafted, hand-build schedules to computer-made, optimized schedules is a big change for the crew who live those schedules. After the first month of automation, the union rallied the troops to "Cry FOUL!" and email me to say how "miserable" I'd made their lives. After the next 48 hours, 527 of the crew members emailed me. I couldn't fly on an Allegiant flight without harassment from the flight crew. But this isn't what I'm proud of. What I'm proud of is the way I responded. After that, I developed (1) a model that allowed limited changes to the automated schedules from the computer system and (2) a network of volunteers from each flight base. I gave the volunteers access to modify schedules without sacrificing optimization and cost. The union felt like they had their win, and so did management. Both were very sad when I left to school

I left Dispute Resolutions Consulting to join Allegiant Air, a small-but-growing airline whose Flight Attendants had just voted in union representation, to join management's union negotiating team. Essentially, I went from dispute resolutions consulting to in-house dispute resolutions.My role as an analyst at Allegiant were two-fold:1. Build the company's labor analytics group2. Negotiate against Flight Attendant and Pilot unionsOverall, I was immensely successful at both. On the labor analytics side, I was ultimately promoted to build a new Crew Planning department to implement all the analysis I'd developed. I learned how to do things that have been invaluable to my career:1. Work with cross-functional teams to drive performance2. Build dynamically sophisticated financial and operational models in Excel3. Query data through Essbase4. Code SQL in QlikView5. Automate Excel models with Visual BasicOn the negotiations side, I build financial and operational models to understand how each sides' proposals would affect the businesses. For instance, the Flight Attendant union's proposed contract would cost over $60 million over 10 years. By the time I left Allegiant for business school over 2 years later, we were still in negotiations, and we had whittled their contract down to $10 million and were still going. When the Union asked to see my models to rebut my analysis, their analyst team concluded that I was spot on, and then used my models rather than theirs to build their proposals.