Conceptualized and leading the development of an internal incubator, with buy-in from senior leadership. Leading strategic and transformational projects that shape the medium and long-term direction of Kaiser Permanente Northern California in pursuit of increased business and mission performance. Highlights include:• Lead cross-functional internal incubator: designed transformational new product offerings with $110M in potential revenue, created project team through influence, designed and iterated on prototypes using lean startup approach, developed business case for continuing work, communicated vision to senior executives, and obtained buy-in to launch prototypes• Conduct market entry assessments and develop geographic strategies with $130M of revenue upside based on competitive, consumer, and internal analysis; lead translation of strategies to tactical initiatives and OKRs across 13 local areas• Manage multi-party and cross-functional transaction with $170M in projected savings in conjunction with regional c-suite; develop and present business case and strategy incorporating financial, regulatory, mission, and operational lenses• Received “excellent” rating, given to top ~10-20% of organization’s employees, in each year-end performance review on strategy team

Led projects designed to improve the quality of care delivered to high-risk patients with complex needs

• Lead organization’s strategic planning; asked by Board Chair to lead process based on my contributions early on in process• Advocated strategic investment of 9.4% of annual budget in 3 key geographic areas, approved by Governing Board, as part of oversight of annual budget and strategic planning process

• Recommended eight investments approved by investment committee on climate funds with collective $2.25B AUM• Led financial and impact due diligence of private market funds and analyzed markets in sustainable mobility, renewable energy, alt-protein, and regenerative agriculture among other subsectors• Created due diligence decision-making tool and obtained buy-in for deployment; tool still in use by investments team• Authored thought leadership paper on climate justice lens for investing; presented to team and achieved buy-in for use

-Conducted market analysis of the ~$90B education technology industry, incorporating trends accelerated by COVID-19, to identify opportunities for growth and impact. -Designed and applied a methodology for valuing fund investments, and modeled an internal valuation of 12 companies representing $240M in total value. -Developed impact measurement strategy to better track the impact the fund is making through its investments.

*Student-led early-stage social venture capital fund with $500K AUM-Managed fund's strategy, recruiting, and investment processes; grew fund portfolio size by 67% and team size by 33%. Led the fund’s investment process from end-to-end. -Oversaw, supported, sourced, and conducted due diligence and investment recommendations on companies in environmental sustainability, education, healthcare, and financial inclusion verticals.-Delivered pitch to invest in healthcare company to faculty investment committee, leading to $50k investment

-Conducted a feasibility study of a new business line, establishing baseline market conditions for launch; performed market size assessment, created financial growth model including five-year financial projections, and analyzed the organizational alignment of the new business line.-Utilized human-centered design approach to redesign the employee appreciation program by conducting employee interviews, leading design activities, and creating implementation and communication plans. The new program was rolled out in Fall 2019, immediately after I completed my internship.

-Managed the multi-year implementation of an ERP system serving over 100,000 children and handling $500M in subsidized child care, with projected savings of over $100M. -Led cross-functional working groups including 15 senior executives across 4 divisions to design the ERP system to meet complex compliance standards and drive increased internal satisfaction. -Collaborated with division leadership while leading large projects to streamline business processes, improve data strategy, and increase employee morale.

-Performed comprehensive assessments of the Anti-Money Laundering programs of financial institutions and developed recommendations for improvement. -Led project team of 15 consultants monitoring transactions for leading global bank and trained more than 100 consultants-Selected based on performance to be formal mentor for two junior members of team

Evaluated pilot program of technology-based instructional programs for more than 2400 students and presented findings of evaluation to senior administrators.