We work with business and non-profit leaders to help their organizations master the art and science of transformation. With our help, they become more agile, resilient and connected: bringing great ideas to fruition with brilliant results. We offer clients the right skills for every job: strategic expertise, lean execution, and agile resourcing. We improve your business at any level, from the executive suite to team leadership. Some examples:Large Integrated Healthcare Organization - led a evaluation of multiple technologies and solutions that would alleviate the burden of clinical documentation and medical order entry for primary care providers and multiple specialties. We worked with senior medical directors to define what success would look like, conducted interviews with providers, evaluated key metrics, and provided recommendations on the business case around investing in modern technologies for clinical data and order entry. Ultimately, this organization moved forward with an ambitious plan to create a better and more sustainable environment for providers. Washington Health Alliance - Delivered a 2015 business plan working with Alliance leadership, staff, board of directors and key external stakeholders. The plan incorporates potential changes in legislation, how to serve its members in a time of great change and uncertainty and how to increase its impact and value to the community. A key part of the final business plan, we delivered an planning model that integrates growth forecasts, grant revenue, and expense budgets.Limeade - Fast Growing SaaS Health and Wellness CompanyLed an engagement to mature operational functions of this fast growing SaaS start-up. Mapped, documented, and improved end-to-end company processes. Advised executive team, facilitated business planning, instituted a cross-functional team to identify, prioritize and address cross departmental opportunities.

After 11 years in leadership, from start-up to a 500 person multi dimensional consultancy, I transitioned day to day operational leadership to focus on our health care clients and the massive changes happening in the healthcare industry.

Overall responsibility for $113MM Consulting Business Unit serving over 170 clients across 27 industry sectors and seven markets. Directed P&L, insured client satisfaction, and developed a growing leadership team. In 2011, completed a comprehensive review and refresh of the strategic growth plan, aligned organization to a new five year vision and completed an initiative to launch new growth strategies, effectively transforming the firm from a single service line, geographically based firm to a multi-service line firm. Grew revenue from $89MM to $113MM. Delivered operating income of $14MM in 2011. Won Corporate Philanthropy Champion, Best Firms to Work for and Excellence in Workplace Flexibility Awards.

Responsibility for Point B's Management Consulting Practice across seven markets. Led consulting firm through the 2009 Recession and into recovery. During that period, firm revenues grew from $77MM (2009) to over $89MM (2010). Led through change: in 2009, Point B became 20% employee owned and launched Point B Capital, a venture equity business unit. Launched innovative group coaching program that is highly valued by associates. Won Corporate Philanthropy Champion, Best Firms to Work for and Excellence in Workplace Flexibility Awards.

Directed firm’s largest and oldest market with up to 200 associates serving 75 clients with an executive team of 8 directors. Grew revenue from $25MM in 2005 to over $59MM in 2008. The Seattle practice led all markets in profitability and fully supported the firm’s geographic growth to 7 markets.

Executive Leadership within fast growing regional consulting firm. Responsible for developing the firm’s largest client, developing and implementing new firm account management practices, recruiting and developing new leadership across the firm.

Technology, Merger Integration and Program Leadership Consulting for clients in the Health Care Provider, Health Care Payer and Technology Industries. Successfully led large scale (excess of $10MM) Y2K system initiative through completion on time and under budget, led client’s project management office, reported to executive management weekly.

Working on the Austin Company team, led a team of 15 CNA engineers and designers responsible for conceptual and detailed design, requirements development, RFP preparation, and implementation of a $40MM integrated material handling and distributed control system for a green-field 1.4MM square foot rocket manufacturing facility for The Boeing Company’s Delta IV Rocket Division.

Business Development and Sales of multiple large-scale manufacturing material handling systems for Boeing, General Motors and Hewlett Packard. Expert in factory layout and material handling technologies.