Responsible for onboarding new clients – i.e., service model definition, requirements definition, contracting, and implementation — for RecoveryOne, a digital MSK provider serving health plans, employers, and health systems–Led the partnership with a MI-based academic medical center looking to use virtual services to extend its reach; innovative economic and care delivery models led to first signed contract in the health system market–Owned contracting and implementation with a national third-party administrator for the first deployment of the company’s new “Premier” offering; successful launch left Customer Success team positioned to capture estimated 2-3x ACV growth opportunity–Developed relationship with partners outside the company’s primary market segment (health plans) by evaluating scale, economic model, and product-market fit; analysis led to the addition of five opportunities (>$15M ACV) to the pipeline–Created a standard approach to new client implementations and introduced the tools, processes, and reporting to ensure that the Clinical, Product, and Development teams could deliver on Commercial priorities; internal processes laid the foundation needed to meet the company’s aggressive growth targets–Collaborated with Commercial team to build standard client-facing documentation for existing clients, including defining the format, metrics, and content for QBRs; templates reduced resources required for report preparation by 50%

Responsible for multiple Commercial product portfolios for Aetna’s Heartland market (CO, IL, IN, MI, MO, WI), including strategy development, product design, implementation, and go-to-market planning–Led the development of ‘Aetna Connected Plans’ in multiple markets; product creates a differentiated member experience by combining legacy Aetna offerings with CVS capabilities; launched in multiple markets in Q4 2021–Collaborated with senior leaders in each market on strategies to grow fully-insured commercial market share; new strategies informed the development of product portfolios that were tailored to the needs / opportunities of each market–Designed, developed, and implemented 2020 product portfolios with goal of adding value and reducing price by at least 10%; new offerings helped drive improved Sales metrics (growth in new business, improved retention, and reduction in decline-to-quote)

Responsible for building and leading the customer success team supporting STAMP, a SaaS-based customer success platform with a rapidly growing client base–Managed a five-person team in charge of providing consultative service and building customer relationships over time; team drove a 96% retention rate and 40% revenue expansion across the first 30 clients on the platform–Implemented a multi-step onboarding process designed to help clients efficiently design their own program objectives and metrics; as a result, 75% of clients launched their programs within 10 weeks of kick-off–Developed a service model designed to deliver high satisfaction and reduced internal costs; the model led to an increase in the number of accounts handled by each CSM which led to a 40% reduction in the per account cost of service–Identified new use cases for the platform, driving over $250k incremental revenue from existing accounts–Partnered with Product and Sales to identify, define and prioritize new features / functionalities

Responsible for leading client engagements, expanding existing client relationships, helping to develop the firm’s own SaaS offerings, and managing a team of analysts–Led collaboration among three Blues plans to design and build MedicareNav, a SaaS-based tool that helps health plans identify Medicare customers; Defined MVP requirements to deliver v1 of product on-time and on-budget–Led the development of a member engagement strategy for a West coast-based health technology company; recommendations identified priority market segments, capability requirements, and value propositions–Developed a commercial and public-sector product strategy for a large East Coast Blues plan; the approach led to 4% growth in market share in targeted sub-segments and measurable improvements in member satisfaction–Successfully expanded relationships with assigned accounts, leading to ~$600k per year in incremental revenue in 2016-18

Responsible for managing client engagements, including leading on-site meetings, conducting in-depth interviews, and overseeing the development of project deliverables–Led an 8-person team to create a “source of truth” for historical and forecasted market size and share across all lines of business in all 50 states for a multi-state Blues plan; the data and visualizations allowed the plan to monitor membership, revenue, and profit targets at the corporate, divisional, regional and state levels–After implementing v1 of the market size and share tool in 2015, secured an annual maintenance contract covering data collection and analysis, 3- and 5-year forecasting, and report production; continuous improvement and consistent delivery led to multiple renewals (2016-19)–Managed multi-phased engagement with a leading national insurance carrier to define a research and development process that creates a pipeline of innovative Medicare products; the new approach to product development reduced both the cost and time-to-market by more than 50% compared to the legacy approach–Created 5-year strategic plan for a multi-state Blues plan grounded in extensive research on the future of healthcare; recommendations identified priority capabilities, market opportunities, and resource requirements at both the national and state levels, which formed the basis of a near- and long-term roadmap–Managed the firm’s offshore analyst team, ensuring resources were profitable on both a project and annual basis; the improved approach to project and task management led to a 20% increase in productivity

Responsible for developing deliverables for projects focused on strategy, market research, and data analytics–Managed the development of a commercial wellness strategy for a regional health plan facing increased competition from national carriers; implementation of the new program stabilized the plan’s position and contributed to 4% market share increase in the Large Group fully-insured market–Delivered projects to multiple insurance carriers using the firm’s “PlanFast” exchange simulation, which allowed health plans to design and test the uptake of consumer-oriented products for the Individual market; clients achieved anticipated market share and profitability in the first year of the individual market–Developed a commercial market strategy for an East Coast Blues plan with a dominant market position; recommendations led to increased retention rates across segments and 2% market share growth in the priority segment

Created marketing strategy and sales plan for newly formed consulting firm serving the healthcare industry• Led strategic planning sessions focused on defining the firm’s service offerings against market needs and the competitive landscape• Prepared strategic marketing plan and managed creation of new promotional tools, including Web site, case studies and email marketing campaigns

Responsible for supporting professors in the Economics Department with research and grading

Responsible for new business acquisition and marketing activities for boutique management-consulting firm serving the mid-market and Fortune 500.• Managed multi-step sales process focused on closing new business• Designed and executed direct mail and email marketing campaigns targeting high-value contacts; refined target selection resulted in doubled response rate

Managed a newly created department in a call center environment at healthcare provider with blue chip client base. Group’s focus was telephone-based customer acquisition.• Expanded department size from 5 to 12 employees to support expanded role in sales process• Designed new business processes for targeting high value customers; tactics produced 25% of net new business in first half of 2007• Initiated cross-functional team with Directors of Marketing, IT and Operations; improvements to processes and messaging doubled conversion rate on sales calls