As the first member of the Revenue Strategy & Operations team, I operated as a team of one for 1.5 years to build the foundation of strategic priorities, analytics, and operations to power Modern Health into +3.5x ARR YoY growth (FY19/FY20) and a $1.2B valuation. Now, I lead a team of 6 focused on scaling the business through operational excellence and rigorous execution:• Total business forecasting: improved 3-month forecast accuracy to 5%, surfaced risks to plan through weekly forecast calls, and recommended next actions to leadership to hit 102% FY21 total ARR plan• GTM analytics & insights: business performance insights and action planning for all GTM, providing meaningful data to frame the business and hold accountability• Operations, systems, and technology: responsible for all tools, systems, and the processes that connect them across GTM teams aimed at driving high growth through automation, efficiency, and simplicity• Annual planning and strategy: own end to end GTM planning incl. capacity models for Sales and CS, market sizing and fit, segmentation, compensation design, quota and target setting, and role design • GTM KPIs: developed reporting suite across LOBs including funnel health, stage-to-stage conversion %, rep attainment, time to ramp, account health, CS efficiency model, and win rates, improving access to information and speed of decision-making for GTM leadership• Stakeholder management: trusted advisor to Sales, Partnerships, Client Success, and Marketing leadership, providing a point of view on where to invest resources and ensuring that activity is tied to outcomes• Incentive structures: designed FY21 comp plans to drive upmarket growth, cut time to administer by 90% to 1 hr/month for all GTM functions• Pipeline health & production: surface business insights to stakeholders weekly, provide POV on what needs to be true to hit pipeline and closed-won targets, and hold cross-functional teams accountable to action week-over-week

Accelerated the GTM operations and strategy of Collective Health’s Platform Partnerships. Opened new channels of revenue by developing and operationalizing GTM motion for enterprise healthcare partnerships. Primary Focus included:• Building foundations of business insights reporting in our Postgres DB/Looker using SQL• Operationalizing lead-to-cash process for new partnership opportunities to cut time to close• Partnering with Sales, CS, Deal Desk, and Finance to refocus strategy and resources away from direct- to-employer sales towards more scalable and higher-velocity partnership opportunities • Led and successfully closed Collective Health’s first integrated partner contract enabling the reselling of partners services across client book of business, reducing client barriers to adopting additional digital health partners• Conducted business operations duties for the GTM Partnerships & Strategy team, including sizing new markets, profit and loss (P&L) analyses, scoping new revenue opportunities, and strategic product development to further grow the partnership business unit

Organic farming and viticulture in the central region of Portugal through WWOF

• Designed and owned SQL-based reporting process which increased operational efficiency by 30% and financial accuracy for 20% for client-facing monthly reporting• Lead a team of 12 as project manager in monthly reporting process with high financial impact and worked to reduce data inconsistencies and increase accuracy of reporting and analysis models through SQL exploration of internal RDMS• Performed core operating duties of health technology platform, including designing health benefits, conducting research using large aggregate claims dataset, and crafting and implementing numerous internal workflows

Created literature reviews, drafted policy briefs, conducted research interviews with caregivers in the Boston Medical Center pediatric emergency department, and worked on special projects related to EITC and government safety net programs

Conducted research on masculinity ideologies in men of color. Sought to establish a relationship between gendered health behaviors and engagement in public health programming designed to reduce cardiovascular disease among black men in Cambridge, MA

Peer Health Exchange (PHE) is a nonprofit organization that trains college volunteers to teach a comprehensive health curriculum to public high school students who lack health education. I currently occupy the role of Co-Coordinator for the Tufts chapter of PHE, and this role requires me to ensure the successful completion of the workshops taught by our more than one hundred volunteers.