Relationship Management-Maintains 3 enterprise-level books of business -Manages all aspects of customer relationship at all levels, including implementation project management, capturing VOC, ensuring speedy product troubleshooting, proactive problem solving-Collaborates on designing new workflows focused on clinical efficiency and user adoptions-Ensures customer stakeholders are aware of product roadmap and actionable strategies to support organizational goals-Provides meaningful insights to internal executive leadership to drive growth and industry-leading customer experienceSuccess Analytics & Customer Expansion-Acts as a trusted advisor that prioritizes customer’s satisfaction, supporting eVisit’s recognition as 2024 Best in KLAS for Virtual Care Platforms (Non-EHR)-Develops detailed success plans, outlining critical success goals, metrics for success, potential risks, and recommendations-Analyzes program performance to demonstrate product -ROI and expand platform utilization-Leads complex cross-functional internal and external alignment to set up environment for expansionRenewals and Upsells-Closed 3-year renewal contract within a 3-month timeframe-Facilitated expansion of 4 virtual service lines within 12 months -Facilitated expansion to expand access to rural population within 2 months of go-live

-Managed 20 people to operationalize value-based program development success -Developed and executed of evidence-based guidelines for care management and operations for practices and care teams-Strategized with internal Medical Director and Value-Based Care Director to improve outcomes, develop savings via cost-efficient protocols, and strengthen IT infrastructure to maximize practice efficiency -Created quarterly comprehensive action plans for population health team to execute clinical practices initiatives-Monitored strategic plans by running productivity reports from Enterprise Business Optimizer (EBO) and providing an analysis with action plan to improve practice outcomes-Oversaw data collection, data optimization, and in-depth analysis functions for continued performance evaluation, program opportunities, and organization goals-Managed operations of opening a new urgent care (serving 2,000 patients annually) and ensured voice of clinical staff was incorporated in development-Developed value-based care initiatives to improve patient satisfaction and patient-centered team outcomesCoordinated with key departments (Quality, Billing, Coding, IT) to ensure compliance with organizational goals and payer initiatives (value-based care programs)-Managed performance metrics for primary care and pediatric offices for Patient Centered Medical Home (PCMH) and Merit Based Incentive Programs (MIPS) -Supported Accountable Care Organization and submitted annual performance metrics to NCQA for PCMH and submitted annual MIPS (promoting interoperability category) to Quality Payment Program -Served on the Quality Committee, IT Committee, and LMG Board of Directors (comprised of 11 Medical Providers, CEO, and COO), leading monthly meetings