• Analytics and Data Strategy, Applied Healthcare Analytics, Healthcare Economics, Population Health, Fee for Service and Value-based Care, Analytical Products Design/Delivery, Data Visualization and Results Narrative, Applied Data Science, and DWBI/ETL. Payer and Provider expertise in numerous healthcare fields including lab services, disease management, wellness, post-acute care, and pain care management.• Supported large Hospice/Palliative/Home Health company in the launch of of the CMMI Primary Care First (SIP Track) Value-Based Program with emphasis on clinical process engineering, data integration, and analytics. • Leading build of Digital Transformation Office under which over 50 initiatives have been identified whose planned EBITDA contribution is measured in the tens of millions. Efforts include business strategy, program management, business case development/budgeting, staffing, and governance.• Additionally focused on a number of business transformation efforts including EMR implementation, New Home Infusion Business Line, CRM redesign, data integration, and process re-engineering for various functional areas.

• Lead Healthcare Analytics, BI/Reporting, Data Science/R&D, Statistics/Scientific Collaboration, and Medical Economics Functions.• Co-engineered a Medicare pilot program with major Health Plan related to provider opioid prescribing whose purpose, among others, was to provide critical intelligence and timely engagement related to opioid prescribing and accountable Stars measures for a contacted Medicare population.• Lead analytical efforts for new program design focused on Substance Use Disorder. Work includes economic modeling, collaboration with actuarial team on episode design and performance baselining, development of comprehensive KPI/Measurement framework, and all related technical build components.• Transitioning analytics service delivery model from a consolidated, consultative team model to center of excellence model to infuse analytics more closely with business customers and market needs.• Led consultative efforts with major Commercial Health Plan on designing/delivering enhanced strategic value through analyses and reporting. As a result, comprehensive opioid program performance reporting was fully transitioned to Axial, new patient engagement opportunities identified, and program expansion secured.

• Led BI/Reporting, Healthcare Analytics, and Medical Economics Functions. • Designed/delivered analytical organization and service delivery models that best support our corporate strategy and fundamentally align to our customer needs.• Led and support direct client consultation efforts related to sales, ongoing contract operations, and clinical/financial outcomes.• Led/designed measurement framework for program performance that tie program inputs to delivered outcomes and account for nuance of population types (Medicaid, Medicare, etc.).• Led various process improvement efforts to minimize costly allocation of resources to manual, low-value efforts.• Consult with product and clinical teams on program design to maximize likelihood of expected outcomes.• Designed/delivered actuarially-sound attribution-based program performance models. Responsible for the efficacy measurement of all programs.• Supported contract and pricing efforts as well as design of alternative payment strategies.

• Led all Data Management functions including Data Warehouse, Data Governance, Reporting/Analytics, Business/Systems Analysis, and Data Acquisition functions. • Aligned teams to single strategic roadmap and consolidated operational processes, resulting in improved execution, material business risk reduction, and transparency of business objective alignment.• Served as product owner for company client-facing analytic solutions----- Solutions significantly contributed to scalability of service and revenue retention/growth. ----- Responsible for design, vendor selection, development, and go-to-market execution.• Led cascading KPI initiative with executive leadership team to bring organizational focus to the most critical drivers of financial performance and clinical outcomes. ----- Reduced KPI portfolio by 80% and aligned analytical tools in accordance with framework.----- Consulted with clinical leadership teams to influence the transition to actionable analytical tools. ----- Simplified field staff reporting regimen while delivering improved performance transparency.----- Transformed analytic tools/solutions from static, low-transparency reports to interactive, high-transparency solutions that more seamlessly support operational and clinical process needs. • Directed design and implementation of inaugural corporate data governance program focused on pragmatic execution of initiatives that created ~$25+mm in 3-year revenue opportunity.• Championed organizational master data efforts, including provider data subject area. Efforts resulted in material quality improvements in proprietary outcomes prediction and analytical capabilities. • Co-led advanced analytical efforts associated with core intellectual property, including readmission risk prediction, provider scoring, and care optimization. Efforts were critical contributors to improved competitive differentiation of customer solutions and patient engagement.

• Built analytics team from inception to high-performing team of ~20+ resources covering data architecture, data warehouse, reporting, business systems analysis, data science, and healthcare economics functions. • Established roadmap vision for flexible/scalable data warehouse solution, covering operational, clinical, and financial (paid claims) data among other sources.• Spearheaded design and development of first generation data warehouse solutions for both Medicare Advantage and Medicare Bundled Payment of Care Improvement Business Lines.----- Solutions were the single foundation for all financial, clinical, and operational reporting.----- Platform supported ~8X growth in revenue over a 3-year period.• Flexibly institutionalized complex business rules across multiple business lines and data warehouse systems in accordance with contractual, regulatory, and other requirements. ----- Solutions efficiently supported client on-boarding, customer growth, ongoing analytics, and required business model flexibility.• Led client analyst teams whose responsibilities included quarterly and annual reconciliation, operational and clinical analysis (trend, root-cause, outlier, etc.), and utilization analysis among others.

• Built and led a team of all corporate business intelligence and analytics resources.• Implemented new customer engagement strategy which delivered faster turnaround times, improved communication, and more successful execution of analytic requirements for business customers.• Responsible for the design and successful delivery of $1+mm data warehouse platform encompassing billing, accounting/finance, clinical operations, workforce management, and client services systems. • Designed and delivered new P/L allocation application to support more transparent understanding of revenue/expense trends and contribution margins/profitability at lower levels of granularity.• Designed and delivered accession activity-based account performance tool providing improved, objective details into customer churn and account risk indicators to support more timely retention efforts. • Captured and solidified KPI framework to support strategically aligned corporate performance measurement. Institutionalized measures and built reporting portfolio grounded in these key metrics.• Restructured corporate budget process, utilizing feedback from executive team and board members, promoting enhanced ownership, better controls, improved transparency, and strategic KPI alignment.• Promoted analytic scalability through more flexible analytic tools, and standardization of measurement. • Drove improvements in data integrity through various initiatives including launching an executive-sponsored Data Stewardship Committee and delivering improved data quality tools.

• Owned the development and implementation of wellness products incentives strategy. Synthesized market input to produce hypotheses on solution design, product positioning, and related success measurement.• Product owner for next generation wellness portal with a focus on user experience and engagement. • Led effort to develop and deliver inaugural small employer wellness solution to market.• Regularly consulted with large Health Plan and Employer clients as wellness product expert to assure design/delivery of solutions tailored to unique client needs.

• Led new software development and operational support for a $40+ million online wellness solution.• Managed a team of eight application architects and 100+ onshore/offshore developers.• Served as the single delivery owner for $15+ million in annual capital application development projects. • Led product design efforts for Healthways’ first Vendor Portal and Master Data Integrator program.• Served as technical account manager for numerous health plan and employer clients.

• Served as internal executive consultant representing the product and technology needs of western US Business Unit representing ~20% of Healthways enterprise revenue. • Retooled business unit IT leadership to accomodate changing need of business.• Championed redesign and rebuild of core Silver Sneakers platform, transitioning business to a scalable, flexible application solution, setting the foundation for $~100+million in revenue growth. • Seccessfully led post-acquisition integration efforts, including full data center migration.• Consulted customers through structured product evaluations, defining business requirements, creating financial models, and representing projects through portfolio and capital committees for review/approval. • Managed customer escalations, leveraging IT relationships to influence delivery pace and quality assurance.

• Served as executive liaison between information technology and corporate services teams, with focus on strategic planning, operational excellence, portfolio management, executive consultation. • Owned project initiation and delivery of corporate systems projects, building business cases and financial models and managing delivery teams for approved projects. • Constructed corporate systems technology roadmap, aligning needs of business leaders with enterprise strategy and related capabilities. Oversaw successful delivery of the portfolio of work. • Championed corporate systems initiative which served to raise visibility of unrealized value of integrating enterprise portfolio of applications. Led execution efforts on approved recommendedations.

• Coordinated the consolidated labor and overhead budget for U.S. operations, totaling ~$2.5 billion. • Led numerous project-finance initiatives, including reduction of post-retirement savings, among others. • Assisted in overhaul of financial reporting for manufacturing group to disaggregate cost-per-unit results, facilitating greater transparency of cost savings opportunities.

• Re-engineered work-in-progress inventory reconciliation processes, resulting in a 25% increase in efficiency and reduction in total cost.

• Designed core web product enhancements for consumer Credit Card account management solutions.• Led requirements-gathering workshops with Barclays Bank in London for an online credit system delivered through multiple digital channels. Co-designed the system, and led application testing efforts.

• Supervised 65 employees including installation, dispatch, telephony, warehouse, and order entry groups. • Created billing variance solution that identified missing assets, saving over $200,000 annually.• Developed installation performance application, resulting in a 75% reduction in sales-to-install variances.

• Directed nation-wide IT support team, covering system implementations, support process development, and critical emergency systems maintenance.• Coordinated data center systems integration with Digiph PCS, Inc., a Powertel acquisition. • Led successful and on-time systems integration of all Powertel retail data and telephony systems.• Managed 13 employees in two locations, handling IT support issues for almost 1000 employees.• Redesigned support processes, reducing call volume by 50% and the total cost of support by 25%.• Developed and managed dual sets of capital and operating budgets totaling $4,000,000 annually.• Created policies for IT-related purchases that produced $135,000 in savings from 1999-2000.• Redesigned the local IT helpdesk support processes which resulted in and average of a 100% increase in efficiency and a 50% reduction in calls for managed locations.