Managed the strategy, growth, and delivery of a large and diverse portfolio of healthcare payer financial performance (Payment Integrity/Payment Accuracy) and claims management technology products, including Software as a Service (SaaS), licensed software, managed services, and hosting offerings • Responsible for the effective management and performance of a $450M commercial P&L • Drove the transformation of the portfolio from a collection of related assets into an integrated platform of solutions • Built a high-performing team of over 20 product managers from the ground up; implemented product management best-practices; effectively empowered and delegated to team members to enable execution at scale • Planned and managed large portfolio of capital investments; fueled growth through market-driven product innovation; accelerated product development and delivery through strategic technology platform and cloud programs • Led highly matrixed product development, operations, finance, sales, and marketing teams across a large enterprise organization to successfully discover, fund, build, sell, and operate high-performing products • Portfolio included products in the Claims Editing, Prospective and Retrospective Claim and Chart Review, Claim Pricing. Network and Provider Engagement, and Coordination of Benefits categories; notably responsible for the enterprise’s flagship product, ClaimsXten

Responsible for leading strategy development and deployment, product management, and operational transformation functions for ~$500M healthcare payer financial performance management services and technology business unit (payment accuracy, risk adjustment, and value-based care) • Designed and deployed an operating strategy transformation program, driving material changes to operating cost structure, revenue capture, and time to scale; established Global Center for Operating Excellence to execute and evangelize Lean Six-Sigma best practices and facilitate transformation • Deployed AI-based initiatives to improve process yield, increasing client savings; grew revenue by over $5M • Created a global talent program and stood-up a completely new offshore operation in the Philippines, onboarding 175 FTE in 12 months, scaling to 275 over 24 months: established first-in-country capability for chart review and overpayment recovery services • Championed and led development of a business transformation strategy, driving the transition to a platform business model; coordinated customer-facing solutions, operating platforms, and foundation technology roadmaps and investment plans to facilitate horizontal product integration and accelerate product development

Select Clientele:- Largest North American Customs and Freight Broker ($350M, 3500 employees) – Finance Organization Transformation: Assessment, Strategy Development, and Implementation- Private-Equity owned Food Manufacturer ($150M, 500 employees) – Process Assessment: Manufacturing, Back-Office, Supply-chain, and Logistics- Largest provider of Postal Service Material Processing Services ($100M, 1500 employees) – Profitability Improvement: Assessment, Strategy Development, and Implementation- World’s Largest Producer and Distributor of Spoken Word Audio Content ($1B, 2000 employees, Amazon Subsidiary) – Finance Process and Technology Transformation: Assessment and Strategy Development- Leading Chocolate Manufacturer and Retailer ($1B, 4000 employees) – eCommerce Promotion Improvement: Assessment, Strategy Development, and ImplementationResults Highlights:- Reduced order-to-cash costs by 50% and employee labor costs by $1.8M through the rationalization of processes and implementation technology solutions- Identified over $13M in operational improvement opportunities available for capture through process modernization, product rationalization, and technology solution implementation- Improved EBITDA by $2M annually through implementation of standard work, data-driven management, and upgraded labor management practices- Architected and implemented an end-to-end finance technology platform, reducing time to close by 75%, late postings due to inaccuracy by 95%, and systems costs by over $2M annually- Improved EBIT by $5M annually by optimizing sales promotion sequencing and selection through the design and implementation of a predictive analytics platform and mobile application- Conceived and deployed the firm’s first product-based revenue stream, a cloud-based analytics and integration platform, generating $1M in incremental revenue while improving overall operating margins by accelerating execution of traditional engagements

Leveraged industry and functional experience to advise potential investors and operating partners seeking to understand the feasibility, potential scale, and strategic risks associated with acquisition targets and markets

Operated the $40M Apex Fastening Tools business unit, with responsibility for the global P&L and then development and implementation of strategies to drive breakthrough growth in North America, Europe, and Asia- Drove revenue growth at over 3x the market rate by leading the implementation of an application- and solution-based selling strategy- Improved operating margin by 250 bps in an already high-margin business, by introducing a value-based pricing strategy and identifying higher-contribution alternatives to loss-leading products- Reduced lead times for low-volume, high-value products by 50% by utilizing latent manufacturing capacity and simplified planning- Restructured sales, product management, and channel marketing organizations along vertical markets while introducing a comprehensive, multi-year product roadmap to drive sustainable organic growth and market share- Architected a 5-year growth strategy and implementation plan that outlined an achievable path to 5x revenue growth, new market penetration, and an expected 300% ROI

Led a team of product managers responsible for a $350M portfolio of hand tool products sold through retailers under both private label and national brands, including: Craftsman, Husky, Kobalt, Crescent, Lufkin, and Wiss- Sustainably increased private label revenue by greater than $25M YoY through the development and introduction of a collaborative and results-driven ideation and product development process - Established a new product roadmap for national brands with an annual revenue impact of over $10M and a 15% CAGR through the implementation of a consumer-focused, process-oriented approach to new product development, brand management, and commercialization- Reduced the time required to identify and assess new product opportunities by 50% through restructuring of the product marketing team, which better aligned resources with market opportunities and customers- Returned $15M in operating cash to the business by reducing working capital requirements through the implementation of a systematic forecasting model

Called on over 200 distributors and end-users to identify needs and support ongoing sales efforts- Effectively led growth and profitability within a 4-state industrial sales territory, increasing revenue more than 10% in a rapidly-declining economy- Emerged as highest-ranked North American Sales Manager 2 years in a row by improving prospecting effectiveness and growth sustainability through a targeted growth planning process that leveraged the Value Selling methodology from the Danaher Business System

Invited to participate in a production management opportunity to apply problem-solving skills on the plant floor. Worked with experienced operators to learn processes and sought out opportunities to interact with equipment and gain exposure to production areas.• Reduced process loss through improved management and preventative maintenance• Improved asset performance and utilization by applying proven troubleshooting methods

Promoted to expand on recently implemented process re-engineering efforts, sustain performance, reduce downtime, provide support for new locations, and improve vendor support effectiveness, while implementing a structured mentoring and training program for associates.• Eliminated $50K in annual software maintenance costs• Greatly reduced system downtime by expediting failure analysis and recovery processes• Established support for 9 new facilities without additional manpower

Promoted to re-organize a struggling development team, reduce software product defect rate and total cost of ownership, and increase team effectiveness and morale. Designed and implemented key business processes, worked with customers to identify major cost drivers, and managed implementation of cost-reduction projects.• Drove software product defect rate to near zero• Saved $3 million by developing data extraction and archiving platform for process control data• Reduced manpower requirements for systems maintenance and operations

Charged with reducing plant-floor automation system downtime, improving process throughput, and elevating staff skill level at production facilities.• Helped reduce system-related downtime by more than 25%; increased maximum throughput by 12%• Significantly reduced the impact of individual system failures through training and tools• Received an exemplary award for contributions to the success of the new systems initiative