• Led team of human-centered researchers to investigate social connection, loneliness, and the stigma of loneliness across 12 countries to inform the social health strategy for a F100 company, reporting to the CMO (Medical) of employee health and visible to enterprise CCO (Culture) and CHO (Health)• Led team to develop scenario analysis of future payer landscape and potential industry consolidation, a forward-looking collaboration framework, and prospective collaborations across the deal continuum (affiliations, JV, merger, etc.) to advance market positioning and improve margins over 5-10Y for Full Executive Leadership Team and Heads of each LOB of a health plan, reporting to CSO (Strategy)• Led a team of 8 to design enterprise Medicare strategy across Retail, PBM, and Payer to create new and recover ~$1B+ in lost revenue, presentable to head of Medicare and CEOs of each business of a F100 client• Led team for human rights NGO to enter the US mental health market, designed new business models including offerings and funding approach to impact 1M+ youth and 2x revenue, reporting to CEO, CFO, CPO (Program) and Board • Designed customer engagement strategy framework for various customer and therapeutic area needs and developed and facilitated experiential lab at Dreamforce to bring the framework to life for 5 different large and mid-cap pharma clients, leading both creative and consulting teams as a part of a $400M opportunity for Deloitte

• Designed a pathway for a F100 global bank to capture novel value in the health landscape with a future-focused perspective on health, industry convergence, taking companies public, and deal making, with 14 senior bankers and 4 global industry chairmen in investment banking and capital markets• Led design of a growth strategy to scale regional health client from under 10 states to over 40 states nationally, identifying ~$30B in addressable market, presentable to C-suite and Board of Directors• Incubated and advised standup of three Healthcare businesses with SaaS products, creating revenue opportunities for Deloitte and ecosystem partners in Big Tech and Healthcare• Led team to develop commercial strategy for a F100 pharmaceutical client to size and activate the $400M market for new mid-level HCP customers for a neurotoxin for 2 key neurological indications • Developed innovative payment models to reimburse a network of independent at pharmacists for non-dispensing, clinical and equity-focused activities to improve quality measures, access, and health outcomes for vulnerable populations for a regional Payer and its Board of Directors

• Led a team and the Head of Behavioral Health Products client relationship in designing Health Plan Medicaid products for substance use disorders, with a human-centered design approach for a F100 client• Led a team in creating a PoV on health equity ecosystems for Deloitte's Health Equity Institute• Acted as a strategic program manager developing program strategy, running operations, and managing a global pipeline and for Deloitte’s Future of Health program • Designed a coalition for social justice and sustainable intervention strategies to reduce healthcare inequities, managing a population health analytics team and reporting to the MedTech client’s CEO• Assessed device distribution processes in a virtual care pilot for a F100 Payer to reduce health access barriers for vulnerable, elderly populations and discover inefficiencies and cost savings•Developed enterprise-wide digital innovation and transformation strategy for the CDO (Digital) of a Midcap Biotech, identifying revenue opportunities and potential savings • Ideated novel health consumables products for the Future of Health for the C-suite of a F100 Consumables Company

Supported business strategy and technology engagements across industries, such as: • Assessed the enterprise big data program for a F100 Global Bank CTO and Board of Directors, discovering areas to improve program strategy and processes• Was the scrum master for a Public Sector client migrating on prem data centers to the cloud• Analyzed patient and provider populations to position two unreleased therapies for the same disease indication that were competing and potentially cannibalistic for a midcap biotech• Refreshed medical narratives and the Medical Affairs BU value proposition during M&A activity, working with KOLs and physician scientists across 4 therapeutic areas for a Midcap Biotech• Go-to-market strategy, lighthouse customer strategy, and visioning between a big tech. company and F100 entertainment company