Led innovation pivot from business decline to growth and successful exit in two years. Responsible for new product development and launch, portfolio management, and coordination of engineering and research science priorities.Identified and successfully implemented a differentiated product strategy, positioned effectively within a crowded marketplace and aligned with current organizational competencies, enabling rapid market visibility and impact which was key to revitalizing revenue activities.Revitalized product innovation, introducing 7 new solutions to the market within the first 18 months in role (only 1 new product was launched in the two years prior to my arrival).Key driver of overall cross-functional alignment and strategy, establishing effective and growth-oriented relationships with peers in finance, operations, sales, and marketing, and playing a key role in the cultural shifts necessary for the return to growth.Established (through coaching, talent upgrades, and new hires) a stable and high performing product team focused on rapid innovation efforts, as well as commercialization and operations activities to ensure end to end success through product development, launch, sales, and execution.

Responsible for identification and acceleration of solutions that integrate assets from across Optum’s vast portfolio of resources with the aim of transforming care within key strategic domains.Led cross-enterprise opportunity analysis effort to identify viability and prioritized focus areas for transformative cardiovascular and oncology solutions targeted to drive multimillion dollar cost of care savings.Led strategic expansion and development of a large-scale integrated oncology solution, leveraging enterprise assets, partnerships, and in-house development. Activities include opportunity evaluation; solution, MVP, and roadmap development; agile/lean approach coaching and guidance; commercialization of solutions; and creation of operating and management models to ensure product success.

My role was expanded to head of product for the entirety of Welltok's SaaS offering, CaféWell. I was responsible for evaluating the business value of various potential activities (client satisfaction, market competitive moves, tech debt, strategic pursuits) to drive roadmap creation & prioritization, conveying strategy and priorities throughout organization. To do this, I worked closely with my peers on the Sales, Marketing, Engineering, Client Management, and Leadership teams. The focus during this time was on transitioning the platform from a web-centric experience to an enterprise-grade platform that enabled the integration of acquired technologies, driving market differentiation and increased flexibility in the ways we could provide value to our customers.

I was accountable for product management oversight for two primary Welltok offerings, CaféWell Core and CaféWell Rewards. Early on, I worked with the teams to refactor the product roadmaps to align with market needs and strategic priorities. We established project and feature definition standards as the organization grew and matured and the need for clarity increased. I was also a key contributor in both client and deal management support, reviewing roadmaps and strategic direction and facilitating product feedback loops with existing and prospective clients.

I was placed with the Falcon team based on my strong background in product management and new product development. There, I was tasked with ensuring alignment of the product roadmap with a federal regulatory program. This assignment required prioritization of several competing demands, including: meeting the federal mandates, addressing existing application bugs and technical debt, optimizing usability, and enhancing the product to meet customer and business development requests. My keen ability to work with engineers to quickly familiarize myself with the technical impacts of the various demands was key to the achievement of our federal certification goal, which we did while maintaining customer satisfaction and without compromising the long-term stability of the product.

I began my time at DaVita in the Redwoods Leadership Development Program, a post-MBA rotation that focused on developing practical and theoretical knowledge regarding DaVita's business models, processes, and operations, as well as promoting personal professional and leadership development. As part of this program I drove the field implementation of a high profile dialysis center software platform across Colorado and Kansas. This required rapid learning of the new and old platforms and rapid relationship building with skeptical end users, so that I could effectively teach, coach, and encourage them to use the new system effectively.

When I moved to Denver after business school, I took on a part-time contracting job to keep busy and stay sharp. I helped a small company establish business requirements and priorities for a new healthcare IT product that was in early stages of development. By the time I was ready to start at DaVita, they had a clear product roadmap and clear requirements for the initial product features.

I was quickly promoted into this leadership role after proving my aptitude for product management and program development. During this time, I developed standard processes and documentation for improving and maintaining the integrity of over 30,000 system rules for the medical appropriateness. I also led cross-functional teams to identify, prioritize, design, and implement product improvements, including improved product transparency, usability, and throughput, as program manager for two of our organizations three major products. In recognition of this work, I was awarded a High Potential Award for outstanding performance and leadership potential within WellPoint, and our team was awarded a Provider Engagement and Contracting Innovation Award for reducing costs of healthcare.

My record of creative problem solving and meeting tough demands under resource and time constraints secured me a highly challenging and rewarding role providing the design and functionality direction on a hand-picked cross-functional team for the launch of a risky and innovative new software product. We established the first agile development team within the organization and delivered a proprietary solution that reduced our users’ end-to-end processing time by over 40%. My effective communication skills and ability to lead without formal authority were honed as I built and led a team of cross-organizational physicians to provide guidance and achieve consensus on critical system rules based on clinical information to support the new product.

I was able to hit the ground running at AIM as I collaborated with cardiologists and radiologists to develop program content and system functionality for a three million dollar project aimed at reducing health care costs associated with high-tech cardiac imaging. I also led the design, functionality, and implementation of a high-value patient safety initiative designed to educate physicians and minimize patient risk of radiation exposure. My knack for innovative product management was quickly emerging and was rewarded with key roles on increasingly challenging initiatives.

I was promoted to this role from an entry-level job after a few short months of demonstrating my aptitude for problem solving and taking on increasingly challenging projects. I was able to jumpstart a proprietary software redesign that was at a standstill after the contract business analyst left and the end users (nurses) and engineers trying to push the project forward were not able to communicate effectively. I took over the BA responsibilities and developed the business requirements, training materials, and served as liaison between engineering and the team of nurses. I realized that my talent for communicating equally well with engineers, nurses, and business leaders was unique and highly useful.

My responsibilities in this role expanded rapidly, from monitoring ~350 monthly complaints regarding quality of care at accredited healthcare providers to managing the escalation process for high priority complaints resulting in urgent/unannounced investigation of healthcare providers. I quickly became the subject matter expert and the first line of assistance for business technology & tools, and soon began contributing to the redesign of the proprietary software used within the department.