United Network for Organ Sharing (UNOS) is the mission-driven non-profit serving as the nation’s transplant system under contract with the federal government. UNOS leads a network of transplant hospitals, organ procurement organizations, and thousands of volunteers.UNOS is leading the way in modernizing the organ transplant system through policy, education, and technology. In the newly created role of Vice President of Business Development, I am excited to diversify and grow UNOS’ products and services portfolio and pursue innovations through UNOS Labs and CHORUS, LLC, UNOS’ wholly owned subsidiary.

WBL is a nonprofit organization that connects and convenes senior executive women across the health care industry to create meaningful relationships, expand their presence in board and C-level roles, and harness their collective power to improve the industry.

Private network of Latino leaders advancing business leadership

Lee Health is the leading provider of health care in Southwest Florida and one of the largest public health systems in the U.S. Lee Health has more than 2 million patient contacts a year across its 4 acute care hospitals, regional children's hospital, and over 100 sites of care. The system employs over 14,000. I built organizational capabilities in enterprise and service line strategy development, strategy execution and care delivery innovation. My team of 20 professionals partnered with Chiefs, VPs and Medical Directors to develop competitive strategies, assess strategic growth opportunities, incubate market-leading concepts and optimize operations.

I was recruited to design and lead Lee Health’s strategy and innovation function. In my first year, I designed an inclusive, insights-driven strategic planning process; developed an innovation framework and implementation roadmap with the engagement of 20 innovation champions; and assumed leadership of our Performance Excellence Office.

Recognized as the world’s largest non-profit, nonpartisan membership organization, AARP is dedicated to empowering people to choose how they live and age through information, advocacy, products and services. As part of a large-scale organizational redesign of AARP, I was promoted to build an organizational effectiveness function that increases productivity, reduces costs and improves business outcomes across the enterprise. I recruited and coached a high-performing team of internal consultants who apply agile methodologies to tackle a broad range of organizational challenges, both strategic and operational in nature. I loved my role as an intrapreneur, creating opportunities to generate engagements by understanding my clients' needs and helping them realize their goals. The capstone of my AARP career was serving on the core team that completed AARP's Baldrige Award winning application. Additional successes in this role included growing my impact in:► EXECUTIVE LEADERSHIP. I established a new organizational effectiveness function, including developing the vision, strategy & operating model; recruiting talent; and developing stakeholder engagement & communication plans to build awareness and drive utilization.► STRATEGY & OPERATIONS. I generated demand for 70+ consulting engagements with AARP’s senior leaders and SMEs in Membership, Marketing, Consumer Experience, HR and Operations, redirecting millions of dollars to AARP's social mission. ► ORGANIZATIONAL LEARNING. To scale the team’s operational excellence efforts, I drove the creation of AARP Project Management Guidelines, instructor-led workshops, e-learning curricula and four communities of practice, reaching approximately 20% of the workforce.

AARP Services, Inc. (ASI) is the for-profit subsidiary of AARP that makes quality products and services available to AARP’s 38 million members through business relationships with leading financial, health, retail and travel companies. I was eager to return to a product portfolio management role after several years in health strategy and was selected to fill this role following a department re-organization. Reporting to the SVP, Health Products & Services, I provided strategic direction and quality assurance oversight for a multi-million-dollar portfolio of licensing relationships with Optum/UnitedHealthcare, Aetna, Delta Dental, Genworth, MetLife, EyeMed and HearUSA. I hired and coached a team of relationship managers, one of whom I effectively developed to succeed me.I was selected to stabilize and grow the health products portfolio amid significant changes in the health care marketplace. My successes in this role included:► REVENUE GENERATION. I renegotiated agreements to deliver increased member value and incremental revenue in support of AARP's social mission. ► PRODUCT PORTFOLIO GROWTH. I guided launches of new AARP member offers (dental HMO, vision insurance, hearing products) and business models. ► INNOVATION. I spearheaded an innovation project to uncover new market opportunities at the intersection of health and financial (“health/wealth”).

Following a major reorganization, I partnered closely with the SVP, Strategy & Innovation to design, build and execute a company-wide strategy and innovation function. My responsibilities included:— Enterprise-Level Strategic Planning – Synthesized consumer and market research, SWOT analyses and opportunity assessments to prepare strategic and operational plans for Board approval and funding.— Line of Business Product Strategy – Led matrix teams to identify product opportunities with the potential to deliver triple bottom line results (social impact, member value and revenue).In this role, I was particularly proud of my accomplishments in:► PRODUCT STRATEGY. I led the development of multi-year product portfolio strategy in response to sweeping changes in the health care marketplace. I also led a cross-functional team that identified new business models to drive innovation in remote health monitoring / mobile health market.► NEW PRODUCT DEVELOPMENT. In my role as the new product development process owner, I led a cross-functional team in streamlining governance and due diligence requirements, reducing process cycle times by at least 50%.► CULTURE TRANSFORMATION. I was tapped by the CEO & COO to transform the workforce culture, which included serving on key committees (Employee Engagement & Development Committee, Matrix Management Task Force) to produce highly engaged employees and drive efficiencies in ASI’s oversight functions.► LEADERSHIP DEVELOPMENT. I was selected for a six-month leadership program comprised of classroom instruction, executive coaching, mentoring from the CFO and action learning project. I was also selected to co-lead the Women’s Employee Resource Group.

I wanted more of a leadership role in ASI’s company-wide growth initiatives, so I requested a move from product marketing to strategic planning. In this role, I partnered with our lines of businesses and finance to develop long-term strategic plans and annual operating plans to deliver over $600 million in annual gross revenue and over 15 million AARP member engagements. As ASI’s operating model continued to evolve, I strengthened organizational capabilities in:► STRATEGIC RELATIONSHIP MANAGEMENT. I designed and launched an optimized relationship management model for ASI’s portfolio of 60+ business relationships. ► MULTICULTURAL AUDIENCE ENGAGEMENT. I developed and gained executive leadership approval for ASI’s first-ever enterprise strategy to increase product/service engagement among multicultural audiences. Multicultural membership through business relationships grew 18% (450,000 members).► PROJECT PORTFOLIO MANAGEMENT. I led the design and implementation of a web-based portfolio management tool to drive efficiencies in planning and implementation activities for 100+ projects and initiatives.

As part of a company-wide reorganization, I transitioned to a centralized product marketing team where I continued to steer market research, product positioning, and creative development for UnitedHealthcare’s AARP-branded Medicare Supplement program. In this role, I contributed to an 84% growth in annual royalty revenue to fuel AARP’s social mission. My successes in this role included:► MARKETING & SALES OPTIMIZATION. I influenced a large-scale product re-positioning and brand revitalization effort for the Medicare supplemental health portfolio. I also led the assessment and optimization of contact center operations to strengthen its telesales capabilities.► BRAND MANAGEMENT. I led the development of marketing and educational materials for the launch of the first-ever AARP-branded comprehensive health insurance product for the 50-64 population.► TRANSFORMATION & CHANGE. I interviewed candidates, onboarded new hires and created marketing policies and procedures as ASI’s marketing function grew six-fold.

ASI (AARP’s for-profit subsidiary) was just a year-old when I joined its health products and services team. I steered product positioning and marketing communications for the health products portfolio, including the launch of the first-ever DRTV campaign for the AARP-branded Medicare Supplement product. As our AARP-branded health products portfolio grew, I partnered with department leadership to recruit, hire and onboard new team members.In this role, I was proud of my ability to influence the development of member engagement strategies for new member offers, including: ► MEDICARE PROGRAMS. I managed the first-ever pilots of an AARP-branded Medicare Advantage Plan and a Chronic Care Management program for Medicare Supplement insureds through UnitedHealthcare.► DENTAL INSURANCE. I steered integrated marketing efforts for the first AARP-branded dental insurance product through Delta Dental.

BalletNova offers training in a range of dance styles to over 1,300 students of all ages. I was elected Vice President and served on the Board's Finance and Governance Committees.

Woolly Mammoth, a national innovator in the development and production of new plays, is one of the best known mid-sized theaters in the country and “the hottest theater company in town” (Washington Post). I served on the Board's Finance and Strategic Planning committees.