Blessed to have worked in many different roles on all sides of healthcare in organizations that ranged from seed-stage start-ups to Fortune 50 companies. I've never considered myself qualified for any role in which I found myself but managed to be successful nonetheless. I've led teams in Finance, Analytics, Clinical Programs, Process Reengineering, Compliance, Network Development and Growth and produced outstanding business results - primarily by having the right people in the right seats and ensuring that they had what's necessary to be successful.Most recently, I led a Growth team that helped scale an early-stage company - Vytalize Health - from a startup to an industry leader in value-based care. The company grew from 30K patients and $10M in revenue in 2021 to nearly 300K patients and $4B in revenue in 2024 - earning the #1 spot on the Inc. 5000 2024 ranking of the Fastest Growing Companies. I initially joined Vytalize as COO and helped shape the business and operating model and played a key role in its successful Series B and Series C raises that netted over $150M in investment.Prior to Vytalize, I started the nation's first ACO enablement company and stood up 17 ACOs across the country with 1200 providers and 110,000 lives - with only one Business Development person (I call him "the Machine").At Humana, I led a team to create and operate an innovative new clinical model - one that focused on patient support and collaboration with providers - and improved Medical Costs by over $400M annually. We leveraged data and analytics in the early days of predictive modeling and risk stratification and also stood up the first clinical informatics and medical cost trend analysis unit to identify opportunities to improve outcomes and lower costs. Prior to leading Clinical Programs, I was tapped to head up an internal Process Reengineering team that focused on improving operating efficiency and effectiveness across various core business processes. This followed my time in Finance where I worked closely with the CFO as head of Financial Planning and Financial Operations as we in support of his leadership out of financial turmoil.My formative years in healthcare were on the provider side and were highlighted by my time in the IPA management space where we operated multiple IPAs which took downside risk in a fully delegated model. It is this experience - where I witnessed what happens when there are aligned financial incentives between payors and providers - that shaped my view of how healthcare should work.