Carter M Webb Email & Phone Number

Louisville, Kentucky, United States

Accountable for the cross-asset CenterWell clinical and quality workstream, which partners with Segment CMOs and clinical leaders to deliver on coordinated care model and quality measures for shared patients, with a particular focus on innovative care models that leverage two or more of the CenterWell provider assets.

• Leader on the Clinical Behavioral Health Strategy team focused on building the strategic priorities, defining analytics and success measures for the organization, ensuring implementation of policy changes, and.
• Collaboratively driving the definition of the team’s overall strategic priorities and multi-year roadmap with the input of key business affiliates.
• Partnering closely with Corporate Affairs to understanding COVID Post-PHE implications, Call Year and Final Rule readiness, and closely observing various policies in-flight, such as the Omnibus Bill and Ryan Haight act.
• Reviewing and refreshing existing Behavioral Health analytics (including dashboards, taxonomy, and early indicator reports) and driving the identification of the team’s Key Performance Indicators and goal metrics.
• Documenting the end-to-end member Behavioral Health journey and identifying opportunities for improvement; including the recommendation of ideal clinical care pathways to improve quality and outcomes.

• Identified by Humana senior leadership to join the Management Team for a Behavioral Health Newco start-up (Author Health), of which Humana is a joint investor.
• Selected as the first dedicated strategic resource to build the foundation of Author Health as the acting signatory for insurance and initialization documents, contracted with multiple vendors (including marketing.
• Developed Author Health by driving the identification of the launch market, naming the company, associate and asset migration from Humana, and the implementation of the Provider Agreement and Business Plan to meet.
• Facilitated the implementation of the branding strategy, tech stack/EHR testing and launch, org structure and hiring ramp, member pipeline strategy, and clinical hiring and workflows to enable a 2023 launch.

Louisville, Kentucky, United States

• Appointed as the Chief-of-Staff to the co-President of Author by Humana to identify and implement 2023 strategic priorities and ensure the achievement of milestones.
• Primary role was to determine approach successfully scale Author by Humana from approximately 12K members in select South Carolina geographies to 150K+ members by the end of 2022.
• Partnered with the Management Team to distinguish value-added vs non-value-added work to align activities to strategic priorities and enable effective growth.
• Once “Project Growth” was initiated, focus transitioned toward aligning fundamental Author by Humana work streams to Retail Modernization.
• By the end of Q1, Humana was ready to invest in a new Behavioral Health startup and key leaders requested my support in launching the new company.

• Leader within Retail’s Medicare business focused on developing strategies and executing goals for Medicare’s 4M+ Virtual Care and Behavioral Health members.
• Implemented COVID-related Virtual and Telehealth program modifications including expansion of benefit coverage, elimination of cost share, additional national providers to handle increased volume, new expanded.
• Drove robust analytics for both Virtual Care and Behavioral Health to ensure effective utilization, adoption, and outcomes through increased utilization in 2020 (Telehealth growth over 100x from ~55K visits in 2019 to.
• Revised telehealth strategy to prepare for Behavioral Health increased demand and implications due to COVID and then adjustment to a “new normal.”
• Collaborated extensively with clinicians and clinical departments to deep dive into Behavioral Health needs of members to identify gaps in existing capabilities, determine how to improve outcomes, and establish.

Louisville, Kentucky Area

• Leader within Humana’s Retail Business Transformation organization that provides strategic council and technical expertise to design and implement company-wide initiatives while developing and guiding directs reports.
• Directed the implementation of CMS and CDC joint Medicare Diabetes Prevention Program (MDPP) with an estimated 60% risk reduction and net savings of $8.5MM by 2023 (year five).
• Identified ~$2MM in savings and efficiencies in support of 2018 budget objectives within claims operational areas through process improvement opportunities and elimination of non-value-added activities.
• Reengineered Call Center processes to improve issue identification accuracy through technology, training, and process solutions; rendering ~100% increase in overall accuracy (200%+ for grievances) within eight weeks of.
• Successfully developed a transition plan, estimates, and future state for technical systems and business processes impacted by the move from the Encounter Data System (EDS) to Risk Adjustment Processing System (RAPS).

Louisville, Kentucky Area

• Management Consulting leader within Humana’s centralized Enterprise Solutions team, responsibilities included: plan and budget engagements, relationship management with key clients and strategic business partners, and.
• Project lead for the Service Ops and Risk Adjustment Integration work with Aetna; assessed for over 15,000 FTEs and $2,900MM SG&A baseline.
• Facilitated the identification of all in-flight work to reduce out-of-network expenses for the HMOx (exchange) networks and provided recommendations to close the gap from a 40% OON spend in 2014 to 17% in 2015 (impact.
• Lead the implementation of PPACA’s MAF (Maximum Allowable Fee) across all Retail HumanaOne and Employer Group products with an est. annual savings of $115MM.
• Collaborated with Walmart, Concentra, and other retail partners to identify strategic locations to launch Health & Well-Being or Guidance Centers in order to target key demographics and better serve customers in.
• Directed the design and implementation of an org structure and enterprise governance model for Shared Services/Service Ops (500 FTEs) to ensure effective collaboration and drive results.

Louisville, Kentucky Area

• Principal consultant within Humana’s internal Management Consulting group, charged with leading the organization’s top 14 prioritized engagements.
• Directed the assessment of Humana’s outsourcing strategy for Service Operations’ BPOs with recommendation offering a potential annual impact of $200MM and 6,500 FTEs.
• Designed and drove the development of a consumer-focused best practice organization with 69 FTEs and a $14.8MM peak spend.
• Detailed a recommended approach to implementing an enterprise-wide licensing and credentialing infrastructure, including: intake, monitoring, and sustainability processes, governance model, and analysis of potential.
• Developed and implemented a provider experience pilot to reduce manual inquiries and improve provider survey results at a net neutral cost.

Louisville, Kentucky Area

Adjunct professor within the Professional MBA program's Health Sector Management concentration.Courses: Healthcare Management and Healthcare Analytics (MBA 680)

Louisville, Kentucky Area

• Lead consultant for the Organizational Health initiative; a project to pivot the focus of the enterprise from business-to-business to business-to-consumer, in light of healthcare reform and the changing market.
• Organizational Health impacted approximately 20,000 associates (over 50% of internal employees) by close of 2012.
• Improvement Analyst and Project Manager on the enterprise-wide Prompt Pay Initiative; a project to minimize the interest expense accumulated from delayed claims processing.
• Prompt Pay Initiative saved 15% annually (~$4.5M) across the enterprise.
• Conducted root cause analyses and IT assessments on multiple platforms to locate bottlenecks, correct logic issues, and share best practices across the organization.
• Facilitated multiple Kaizen events involving end-to-end partners in order to improve the claims and performance management processes.

• Project lead for the enterprise-wide Member Age-In Initiative; a group-to-individual project aimed at converting Small Group, Large Group, and National Account members to Medicare products as they approach age 65.
• Initiative obtained over 3,700+ conversions and generated an Op Gain of $1.3M in 2010.
• Drove project implementation, tracked project progress, synthesized key findings from project, and presented to Executive Leadership Team.
• Identified and work with local and functional teams across all 14 Blue States to execute results and resolve operational issues.
• Tracked performance of pilots to determine potential improvements, shared competencies, and communicated challenges from state pilots across enterprise.
• Executed project utilizing Six Sigma techniques and tools in order to eliminate waste, minimize potential defects, and streamline the monthly Member Age-In process.

Greater Chicago Area

• Lead lean projects for UniCare’s individual, under 65 products in Illinois, Texas, Indiana, Virginia, Michigan, and D.C.
• Directed a team compiled of over 50 managers and associates, from various departments and business functions, in order to successfully execute individual membership projects.
• Facilitated the implementation of a member-level billing database and the migration of all preexisting data to the system.
• Expanded UniCare’s product portfolio by launching non-par facility products with mail boost strategy in Texas, Illinois, and Michigan to increase revenue and capture the consumer market.
• Initiated new marketing techniques and customer-friendly online resources through work on the eBusiness and eSolutions teams.
• Implemented rating tools that allow members and agents to easily quote current upgrade and downgrade plan options online.

• Provided recommendations and analytical support for consumer Sales, Marketing, Finance, Actuarial, Product Development, and Management.
• Analyzed the Hispanic Market and developed strategies to penetrate the Central region (Indiana, Kentucky, Ohio, Missouri and Wisconsin) market.
• Evaluated trends of members upgrading and downgrading within the individual market.
• Assessed data on individual members returning to WellPoint after receiving plan offers resulting from termination for non-payment. Focus on duration of lapsed time and subsequent product choice.
• Analyzed the overage dependant retention project to determine which students leaving individual or group plans (upon turning 25) return to the company with individual plans.
• Probed competitor rates and decisions to establish future product needs and requirements.

• Under 65, individual plan actuary responsible for analyzing and pricing all consumer plans for the state of Kentucky.
• Worked closely with Business Analysts, Fellows and Associates of the Society of Actuaries to compose algorithms for data analysis.
• Created tool in Microsoft Excel using Visual Basic to price group dental plans for use in Sales.
• Established rates, forecasted budgets and membership, renewed members, submitted filings, and compiled risk factors for individual Sales, Finance, Marketing and Product Development.
• Produced insurance models to set rates and compare multiple rates.
• Developed a regression model to forecast future costs in Kentucky for consumer products.

Mba, Master Of Business Administration

Concentration in Probability

Ba, Mathematics

Activities and Societies: • Minor in Studio Art • Cum Laude • Dean’s Scholar • Dean’s List: Fall 2000 through Fall 2004 • Golden Key.