Served as leadership support to the Chief Marketing and Experience Officer. Focused on implementing strategic initiatives, building sustainable core processes, and strengthening team performance. • Led the implementation of the MN Earned Sick and Safe Time law. • Developed a Talent Review and Succession Planning program. • Defined and implemented an enterprise New Employee Onboarding program. • Led an end-to-end review and refresh of the HRIS system, Leave of Absence process and the Performance Review and Merit process. • Defined and implemented roles and responsibilities for the HR department and each team member.• Led strategic planning and developed a governance model for the Human Resource team.

Served as the Chief of Staff to the CEO and led Corporate Communications, Community Engagement initiatives, the Medica Foundation and the integration of a joint venture. Member of the CEO’s executive leadership team, reporting to the CEO. -Developed and implemented the framework for the integration of a 500,000-member health insurance company with nearly 1,000 employees. Aligned leadership, operations, technology, governance, corporate culture and employee benefits and compensation. -Created and implemented new executive management, governance and decision-making models to align leadership, ensure timely communications and provide clarity and accountability to senior leadership.-Provided leadership to the Medica Foundation and Corporate Contributions by overseeing the distribution of over $2.4 million in 2022, ensuring alignment with our corporate strategy and organization mission.

Member of the CEO’s executive leadership team and attendee of Board of Director meetings, reporting to the CEO. Responsible for Human Resources; Employee Engagement; Corporate Culture; Diversity, Equity and Inclusion; Talent Acquisition; Facilities; Organizational Effectiveness; Corporate Communications and the Medica Foundation. -Led the organization’s response to COVID—Work from home and return to office strategies, with a focus on balancing employee wellbeing and the needs of the organization. -Developed and implemented a formal organization-wide Diversity, Equity and Inclusion program to better serve employees, members and the community. Formed six active Employee Resource Groups and achieved an 81% favorable rating on the annual All Employee Survey Inclusion Index.-Maintained an 80% favorable all employee Engagement and Trust Index Score each year with a 75+% employee response rate. -Implemented a new HRIS system over a two-year timeframe, integrating five systems into one with less than 0.1% employee complaints. -Led the due diligence effort for Human Resources to assess the feasibility of a joint venture. -Led the rollout of new Mission, Vision, Values and Cultural Competencies. -Developed and led employee communication, program and policy strategies, including those that helped enable a successful transition from office to work-from-home environments and meeting employee needs resulting from civil unrest.-Devised and maintained core HR policies, analytics and support services for over 3,000 employees across seven locations.Promoted from VP, Human Resources to SVP, Human Resources in March, 2020

Senior leader in HR responsible for Talent Acquisition, Learning and Development, Organizational Development and two large-scale job reduction efforts. Reported directly to the SVP, HR.-Successfully developed and rolled out a talent management program for internal high-potential leaders, resulting in over 80% of executive roles having an identified potential internal successor. Built multi-year succession development plans with those most ready for the next level of leadership.-Led a restructuring effort to better position the company for growth initiatives and market expansion, resulting in a reduction of workforce of approximately 15% with no post-reduction complaints/employee issues, along with a major restructuring of the senior leadership team.-Created a change-management toolkit and approach, working with company leaders to keep employees engaged during the workforce changes and restructuring. -Employee Engagement score post reduction in force: 76% favorable with 84% participation.

Provided leadership to 350+ employees that provided service to members, brokers and providers and various health plan operation teams, including Call Center, Fulfillment, Appeals, Quality and Technical Training. Managed a $100+ million outsourced vendor relationship for health plan operations. Reported to the SVP, Commercial Markets.-Responsible for the overall member and provider experience, including contact center operations, portal and telephony content and self-service solutions, communications and fulfillment operations.-Successfully transitioned operations department from a matrixed department into a new commercial markets segment. -Created a culture of continuous improvement within teams to increase efficiency and effectiveness, resulting in an 8% reduction in front line staff headcount while increasing call center satisfaction by 10%.

Executive Lead to ensure a strategic, timely and effective corporate-wide approach for the Affordable Care Act. Reported to the Board of Directors and the CEO.-Partnered with the Senior Executive team to develop and evolve an organization-wide strategic approach to the Affordable Care Act. -Worked cross-functionally to lead, coordinate, align and direct work teams to ensure an efficient and repeatable implementation approach to the federal and state-imposed deadlines for product, plan and rate filings, quality data review, technical testing and other contractual requirements. -Communicated segment strategy, implementation status and market response to Executive Team and Board of Directors.-Came in significantly under project budget, meeting all federal and state requirements.

Went from leading a team of 10 provider service call center representatives to building a centralized 400+ seat member, broker and provider call center department in four years. Built a centralized call center technology, KPI, staffing and compensation approach. Maintained less than 20% turnover year-over-year, 80% favorable employee engagement, greater than 4.5 out of 5.0 customer satisfaction rates and significantly reduced calls per 1000 to meet or exceed target budget goals. Vice President, Customer and Provider Service 2006-2012Senior Director, Customer and Provider Service 2004-2006Director, Provider Service 2003-2004Manager, Provider Service Center 2001-2003Supervisor, Provider Service Center 2000-2001