Overall leadership for dental technical operations in support of the California Medicaid Dental Program including technical solutions and planning, business/clinical process management, and staffing.

Directly responsible for building high-level relationships with more than 20 strategic healthcare clients as well as strategic partners such as GCP, Azure, Oracle, Dell, and AWS who supported contracted scopes of services and technology roadmaps. Served as primary point of contact for escalations. Provided leadership accountability for strategic, account plans, budgets, and technology roadmaps. Conducted Quarterly Business Reviews, Executive Briefings, and Collaborative Account Planning with clients to gather feedback from clients regarding overall satisfaction with account and project management, technology roadmap, and timelines. Provided clients with information on trends and technology that would help them meet those trending challenges such as cyber security, Disaster Recovery, and Ransomware attack detection, neutralization, and rapid recovery. Facilitated strategic plans to transform clients from perpetual licensing to subscription models as well as hybrid and multi-cloud transformation and app modernization. Worked with client leadership to understand drivers of utilization and quality. Identified new clinical and operational program opportunities to drive overall program effectiveness. Partnered with internal and external stakeholders to develop solutions. Performed collaborative account planning with clients, organizational coordination and control, as well as fiscal management. Successful servant leader of complex, cross functional teams within a large, complex organization hyper focused on customers Created technology roadmaps by uncovering whitespace and linking technology sales to executive business initiatives. Supported multiple healthcare, FED/SLED strategic pursuits building trusted advisor relationships with clients. Matched client key business, operational, and technical initiatives to solutionsLed the creation of IT transformation strategy. Led cross functional teams, high-performance, teams of up to 75 remote individuals.

Directly responsible for building high-level relationships with interdisciplinary teams, current and prospective clients and strategic partners who supported the RFP scope of services. Provided leadership accountability for strategic partners and interdisciplinary teams of technical and operational SMEs. Performed program planning, policy formulation, organizational coordination, and control and fiscal management. Gathered feedback from clients and response scores. Analyzed and incorporated feedback into future RFP responses. Led routine team meetings with current and prospective clients prior to the release of an RFP to review program status. Provided RFP project and issue management. Established routine reporting and communication with upper-level management and response team. Created escalation protocol. Provided overall leadership for RFP responses, orals coaching, BAFOs, and contract negotiations. Worked with current client leadership to understand drivers of utilization and quality, identify new clinical and operational program opportunities to drive overall program effectiveness. Partnered with internal stakeholders to develop solutions for new or existing client programs. Provided leadership oversight of teams responsible for new client initiatives and projects. Made technical, operational, and project management improvement recommendations based upon client and prospective client feedback. Successful servant leader of cross functional, Government Healthcare business development teams matching long-term initiatives, hard and soft technology and operational requirements. Led mega deals that closed more than $2B in new, add-on, contract extension and State Medicaid contract renewals in 8 years deploying industry-standard capture management and proposal development methodologies such as Shipley, APMP, and PMI. Led multi-disciplinary, high-performance, teams of up to 175 remote individuals across multiple time zones.

Responsible for the overall technical vision of the MMIS system that complied with an average of 5,000 technical and 3,000 operational requirements to ensure the customer could acquire CMS Certification. Directly responsible for building high-level relationships with executive management, solution engineers, strategic partners such as AWS and SMEs who supported the RFP scope of services. Served as primary point of contact and provided leadership accountability for strategic partners and interdisciplinary teams of technical and operational Medicaid SMEs as well as solution engineers, account teams, writers, editors, and color reviewers. Performed program planning, policy formulation, organizational coordination, and project management. Created Participated in post-award response score reviews. Gathered feedback from clients when possible. Analyzed and incorporated feedback into future RFP responses. Suggested changes to solution stacks to better meet the needs of current and prospective clients.• 100% of proposed solutions met technical and operational requirements resulting in invitations to orals and BAFOs• Led multi-disciplinary, high-performance, teams of up to 175 remote individuals across multiple time zones

Directly responsible for building high-level relationships with the client and strategic partners who supported the RFP scope of services. Served as primary point of contact and provided leadership accountability for strategic partners and interdisciplinary teams of technical and operational Medicaid SMEs as well as solution architects and engineers. Performed program planning, policy formulation, organizational coordination and control, and fiscal management.Gathered feedback from client executive leadership, program managers, User Testers, and stakeholders. Analyzed and incorporated feedback into change orders. Created Project Plans based on approved changes, including timeline and budgets. Led routine team meetings with client project leadership, users, and stakeholders to discuss overall health of the project, milestone status, service level metrics, implementation impact on current operations, and creating plans for UAT and go-live.Provided change order control and issue management. Established routine reporting and communication with upper-level management and response team. Created escalation protocol.• Monitored quality, adherence to technical and operational requirements• Performed data analysis, root cause analysis• Created and monitored corrective action to ensure multi-million-dollar milestones were met• No SLA penalties were assessed by the client during my tenure• Managed multi-disciplinary, technical teams of up to 75 remote individuals across multiple time zones

Directly responsible for building high-level relationships with the client and strategic partners who supported the contracted scope of services. Served as primary point of contact and provided leadership accountability for member enrollment strategy and service operations for the client.Gathered feedback from analytics and client on program results. Analyzed and incorporated feedback into future program updates. Led routine team meetings with the client where overall program status was reviewed, including a review of service level metrics, and status of program change requests. Provided project and issue management. Established routine reporting and communication with the client. Created escalation protocol.Provided overall leadership for Montana Medicaid enrollment and pharmacy lock-in technical operations for the Passport To Health (Care Management) Program tasked with providing quick, accurate, and knowledgeable customer service to Medicaid and dual eligible members as well as recruited Primary Care providers. Led planning and operations including the technical solutions that served the entire Medicaid program e.g., architecture, strategy, project change management, and technical operations oversight of the systems which supported the scope of the client services contract. Worked with client leadership to understand drivers of utilization and quality, identify new clinical and operational program opportunities to drive overall program effectiveness. Partnered with internal stakeholders to develop solutions for new or existing client programs. Provided leadership oversight of teams responsible for new client initiatives and projects. Ensured SLAs, project milestones, and deliverables were met. Established client communication cadence and protocol. Performed program planning, policy formulation, organizational coordination, and control and fiscal management.

Directly responsible for building high-level relationships with more than 20 FED/SLED, and commercial clients and the strategic partners who supported the contracted scope of services. Served as primary point of contact and provided leadership accountability for results and budget for clients.Gathered feedback from analytics and clients on program results. Analyzed and incorporated findings into future communication campaigns. Led routine team meetings with the client where the campaign status and results were reviewed as well as status of change requests. Provided project and issue management. Established routine reporting and communication with the client. Provided strategic communication, public relations, Business Continuity and Disaster Recovery Plans, Emergency Communication Plans, and brand management. • RiverStone Health: Brand awareness rose from baseline of 49% to 85% post-campaign. Specifically, 65% of respondents were able to recognize and recall specific advertisements. • BCBSMT: Follow-up qualitative market research, conducted after an initial three-month run of the strategic, integrated media campaign, showed consumer perceptions were becoming incrementally more positive and respondents indicated a stronger connection with, and appreciation for, the organization. • MT Department of Transportation: Motorcycle Safety Campaign results: Website visits increased 61% and the number of unique visitors increased 60% over 2 years. The average added value from public relations was 76.5% of the overall media budget and motorcycle deaths decreased 72%

Directly responsible for building high-level relationships with the program stakeholders in AK, American Samoa, HI, MT, WY, and strategic partners who supported the contracted scope of services. Served as primary point of contact and provided leadership accountability for member enrollment strategy and service operations for the client.Gathered feedback from analytics and stakeholders on program results. Analyzed and incorporated feedback into future program updates. Led routine team meetings with stakeholders where overall program status was reviewed, including a review of target metrics and status of program change requests. Provided project and issue management. Established routine reporting and communication with stakeholders. Performed program planning, policy formulation, organizational coordination, and control and fiscal management. Essential member of the physician office quality information technology re-design project with CMS (DOQ-IT) via health care informatics e.g., electronic health records (EHR) and e-prescribing. Assisted provider offices formulate EHR policies and implementation plans.• MPQHF had the highest rates of early EHR adoption in the nation• Responsible for developing concepts; producing, placing, and measuring results of data-driven public health education media campaigns aimed at Medicare beneficiaries o Mammograms performed at one facility rose by 18 percent. Montana’s mammography rates for Medicare women were 3rd highest in the nation with an increased relative improvement of 15.5%

Highlight: Assisted physician office client to implement a more cost efficient insurance billing system. Developed and implemented an integrated, strategic marketing campaign. Results: Increased revenue by approximately 35%, increased new patients by 75% and patient retention to 87%.

Wrote production, engineering and assembly policies and procedures, consumer, maintenance and installation manuals, software user’s manuals and marketing literature, coordinating all materials to be translated . Conducted market penetration studies of current products, marketing potential of products in design phases, patent, and technology research.

Performed program planning, policy formulation, organizational coordination, and control and fiscal management. Followed strict state, federal and international procurement rules, regulations, and laws. Determined client technical and operational requirements, and Price-To-Win while preserving corporate profit margin. Managed international, inter-disciplinary team of up to 35 members. Gathered feedback from analytics and stakeholders on RFP submission results. Analyzed and incorporated feedback into future RFP responses and marketing materials. Led routine team meetings with partners and stakeholders where procurement status was reviewed, including amendments, BAFOs, and contract negotiations. Provided project and issue management. Established routine reporting and communication with stakeholders. Wrote technical and marketing responses to domestic and international requests for proposal and requests for information, technical overviews of lottery and gaming products and systems. Coordinated marketing materials, photo shoots, engineering drawings and specifications, and related product documentation. Organized and managed key industry trade show presence and events in US, Canada, Hong Kong, and Paris. Reviewed and edited all documentation to ensure it met strict quality and technical requirements. • Managed interdisciplinary team that wrote 5 new logo winning US and international proposals in less than 12 months

Documented production, engineering, and assembly procedures. Evaluated current documentation and made revisions. Created multimedia training materials for use by trainers to conduct technical training sessions for new hires and to upgrade existing work force skills. • New materials saved company over $6.2 million by reducing rejected and damaged units with improved instructions and training.

Directly responsible for building high-level relationships with referring Marine Corps Commanders and admission offices at 100+ NROTC Colleges and Universities. Served as primary point of contact and provided leadership accountability for enlisted Marines program selection and higher education enrollment as well as Marines accepted into the program. Provided overall program management and accountability for the preparatory school.Gathered feedback from analytics and stakeholders on program results. Analyzed and incorporated feedback into future program updates. Led routine team meetings with stakeholders where overall program status was reviewed, including a review of target metrics and status of program change requests. Provided project and issue management. Established routine reporting and communication with stakeholders. Performed program planning, policy formulation, organization coordination and control, and fiscal management. Managed more than 400 Marines at 100+ NROTC locations in U.S. and the on-site college preparatory program with 10 instructors and 100 Marines.Implemented new programmatic procedures and review process that increased program completion rate from 79% to 96.5%.• Delivered on-sight preparatory school under budget by 3%