• Evaluated leading digital health start-up’s for fit within top tier healthcare systems as it relates to their service needs and/or investment priorities. • Designed effective tactics to educating and informing corporate development healthcare professional about leading technologies and potential disruptions.• Performed comprehensive landscape assessments of venture activity within specific areas of digital health including care at home, workforce and health equity.• Analyzed investment trends and monitored the market to observe emerging topics, key players, funding and technology adoption.

• Developed and led actionable benchmarking and collaborative studies using data and tools to help member organizations institute change by networking, engaging field experts, sharing evidence-based research and enforcing best practice standards.• Operationalized the Collaboratives Program business strategy by developing actionable plans, monitoring goal attainment and financial stewardship.• Actively engaged with internal stakeholders to build partnerships and unlock expertise for delivery and execution; builds sustainable external relationships to execute services to deliver high quality and cost-effective outcomes. • Contributed to the development of strong member engagement, strategic and tactical program development, delivery of services and achievement of measurable member performance objectives and goals.

• Created project proposals and oversaw project scope, including content development, team management, project insights, work plan and resource budget development. • Developed, coordinated and delivered high-quality work focused on identifying issues, forming hypotheses, creating data analyses and methodologies, aligning best practices and making strategic recommendations. • Tested new solutions and gathered additional insights to develop innovative advisory services and improve delivery formats with internal and external customers. • Ensured efficient and cost-effective processes were used to address challenges and obstacles, while achieving financial and delivery targets. • Proactively managed external and internal clients with regular updates to align expectations, test new ideas and communicate future objectives.

• Expanded ambulatory care footprint across 3 territories within the greater Chicago market by assessing market trends, defining clinical synergies and quantifying financial impacts with department leaders to create transactional models and business plans.• Analyzed data using robust analytic tools: COMPdata Informatics, Truven Health Analytics, SG2 Analytics, and Faculty Practice Solutions Center. • Coordinated due diligence on partnership proposals with outside consultants and various internal stakeholders to evaluate financial analyses, market developments and partnership models related to ambulatory surgery center acquisitions. • Instituted CVS Health’s first partnership with a hospital which entails offering urgent care visits and developing clinical collaborative agreements to manage population health, implement disease management strategies and enhance care coordination.• Provided project management oversight to partnership projects to monitor scope, objectives, schedule and costs; involved all relevant internal and external stakeholders to ensure technical feasibility, resource availability and timely execution.

• Managed contracted community-based outpatient clinics to monitor compliance with national performance measures related to access, cost and quality standards; government regulations; adherence with new clinical initiatives and financial metrics. • Developed procurement documents, evaluated site and vendor proposals and negotiated modifications to lease agreements for contracted sites and services.• Justified the activation of new clinics by reviewing market, clinical and operating models to measure demographics, supply and demand models, staffing levels, clinical services and ancillary contracts. • Expanded the number of outpatient clinics from 11 to 13 sites and renovated 3 existing ambulatory clinics within 2 years, which increased patient growth by 20% and expanded primary care and mental health services for Veterans across the Minnesota and Western Wisconsin area. • Organized and led task force and work groups among multiple disciplines to hold parties accountable for supporting off-site clinics, improving care delivery models and implementing lean strategies. • Improved inventory process of ordering, delivering and storing supplies at the Twin Ports VA outpatient clinic by implementing lean six sigma and 5 S strategies, resulting in a cost reduction of $3,000 in 4 months.

• Improved wait times in the Compensation and Pension VA clinic by reducing average time to process and evaluate Veteran’s disability claims from 59 days to 28 days in 3 months to comply with national performance timeliness standards.• Presented staffing recommendations and demand projections to identify current and justify future organizational productivity, as well as resource allocations to executive and service line leadership.• Used system redesign tools to re-engineer processes in the Compensation and Pension VA clinic to improve throughput processes and administrative operations related to check in/check out, scheduling, chart management and coordinating care among multiple service lines. • Updated policies, standard operating procedures and competencies to reduce missed opportunities to less than 10% through streamlining operational systems to increase efficiency and reduce waste.