Altarum is a nonprofit organization focused on improving the health of individuals with fewer financial resources and populations disenfranchised by the health care system. We work primarily on behalf of federal, state, and local government entities in planning and implementing vital public health and health care service delivery programs. We combine our expertise in public health and health care delivery with technical assistance, practice transformation, training, quality improvement, applied research and analytics, health and science communications, data modernization and interoperability, and technology development and implementation. Altarum’s innovative solutions and proven processes lead to better health for all.

Social Health Bridge Trust is Centene's signature Social Determinants of Health (SDOH) initiative. Acting as a financial and interventional layer between healthcare companies and community organizations, Social Health Bridge enables both sectors to work towards improving people's lives. Social Health Bridge enables true value based arrangements focused on achieving the outcomes that matter to the healthcare industry by leveraging the infrastructure of the community organizations.Conceived of company, wrote business plan, and secured funding. Company is live in one market.

Responsible for national product management of Centene’s Medicaid and Complex Care product lines – TANF; CHIP; Foster Care; Medicaid Expansion; Aged Blind & Disabled (ABD); Managed Long Term Services & Supports (MLTSS); and Medicare-Medicaid Plans (CMS Financial Alignment Demonstration). These products operate across 30 states and collectively comprise more than 12.5 million members and more than $70 billion in revenue. Centene is #1 or #2 in national market share for these products. Additionally, responsible for Centene’s overall strategy for Social Determinants of Health (SDoH), and the Centene Center for Health Transformation, a collaboration with academic researchers. Accomplishments include:Business development – Responsible for $2.4 billion award of LTSS business in Pennsylvania – the largest win in company history. Played key role in re-procurements of contracts in Florida, Kansas, Illinois, and Indiana, as well as new procurements in New Mexico, North Carolina, and Iowa – these contracts combined are worth more $8 billion in revenue. National MLTSS Health Plan Association – Founded and served as Board Chair of MLTSS trade association. Identified need for association, developed mechanism to run organization, and recruited 7 additional health plans to join. Organization currently has 11 health plan members with more than $500K in revenue. CMS Health Equity Award – Led Provider Accessibility initiative, which won Centene the CMS 2019 Health Equity Award, and ranked the company #7 on Fortune’s 2019 “Change the World” list. Strategic Partnerships – Developed and manage ongoing strategic relationship with key partners, (e.g., SEIU, AHCA, LeadingAge, Lutheran Service of America, Easter Seals, Feeding America).Board seats – Identified need for Centene’s participation, obtained Board seats, and serve (or have served) on following Boards: Long Term Quality Alliance, Partnership for Medicaid Homecare, and Healthcare Career Advancement Program.

New product launch – Successfully launched four MMP plans in five months (OH, SC, TX, MI). Ensured key activities were completed effectively, including: contract reviews, readiness reviews, and operating model implementation.Advisory panels – Serve (or have served) on the following advisory panels: NCQA’s LTSS Advisory Board, the Medicaid Quality Review System Technical Expert Panel (TEP), Mathematica’s Home & Community Based Services Measures TEP, and NASUAD’s MLTSS Institute.Co-Chair NQF Measure Applications Partnership Dual Eligibles work group – Identified need for Centene’s participation, developed application, & served as Centene’s representative.Passive sensor pilot – Led effort to deploy passive sensors that identify changes in members’ conditions and prevent hospitalization & institutionalization, resulting in savings of $388 PMPM. LTSS KPI Dashboard – Led development and implementation of a set of key performance indicators for LTSS members that enables tracking and improvement of quality measures as well as Centene’s LTSS value-based purchasing infrastructure.Coordination of benefits/claim crossover – Drove effort that substantially reduced claim delays, increased auto adjudication rates by 70% in four months, and brought claim payments into compliance.Hospice flag – Led effort that generated $1 million in savings by ensuring appropriate billing for MMP members electing hospice.

Village Care, a New York City based non-profit integrated health system ($200 million in revenue), serving over 12,000 people annually. Its platform of services covers the entire post acute and long term care spectrum (managed long term care health plan, skilled nursing facilities, assisted living facility, homecare, health clinic, case management).Oversaw corporate strategy, human resources, and facilities management. Additionally, managed a $60 million P&L that included a 219 bed long term care facility focused on HIV/AIDS, 105 bed short term rehab facility, and a 95 bed assisted living facility. Supervised over 400 employees via six direct reports. Accomplishments include:Financial performance – Grew gross margin by more than 10%. Improvement was the result of revenue maximization and cost reduction efforts:Enhanced revenue – Achieved 14% improvement in Medicaid case mix index and 4% improvement in Medicare rates at rehabilitation facility by focusing on improved documentation. Increased census – Grew census at assisted living facility by more than 10%. Reduced overtime expense – Implemented a new staffing pattern and overtime policy that decreased overtime expense by more than 80%. Redesigned clinical model – Shifted long term care facility to a predominantly LPN model from an RN model leading to over $1 million in savings without impacting quality of care.Quality –Reduced 30 day rehospitalization rate by nearly 30% at sub-acute rehab facility. Achieved “Five Star” CMS rating for both nursing facilities.Customer satisfaction – Grew customer satisfaction scores by more than 10% versus prior year through the implementation of a customer satisfaction transformation initiative at sub-acute rehab facility.

Reported directly to CEO as a member of VNSNY’s senior management team. Acted as de facto Chief Strategy Officer leading VNSNY’s corporate strategy group of nine professionals, focusing on core strategic and operational management issues. Responsible for developing, leading, and overseeing projects that resulted in more than $25 million of annual, recurring bottom line impact while improving service quality. Sample projects included: Strategic managementResponse to NY State Medicaid redesign – Led effort to develop strategic options for VNSNY’s response to NY State’s redesign of the Medicaid program for its health plan and provider.Scenario planning – Envisioned and led detailed scenario planning exercise to provide direction to VNSNY’s Medicare Advantage and Managed Long Term Care plans pre and post passage of healthcare reform.Corporate development & venture capital – Established and led VNSNY’s corporate development and venture arm targeting innovative health companies for partnership and/or investment. Led pilots of four companies across the enterprise.Market entry strategy for Managed Long Term Care – Developed “go to market” strategy for expansion into new markets including market sizing, competitive assessment, and development of targets for enrollment. Operational effectivenessSales force redesign – Redesigned VNSNY’s sales force by optimizing roles with skills while reducing costs by 10%. Member enrollment redesign – Created 300% improvement in rate of member enrollment at Managed Long Term Care health plan by developing centralized enrollment unit.Contact center creation – Led effort to insource contact center for health plan from third party administrator. Long Term Care Program workload redesign – Redesigned frontline clinician’s role to increase productivity and staff satisfaction. Contribution margin increased 27% while employee churn decreased 25%.

In addition to strategic planning responsibilities:Interim Managed Care Business Unit Leader (April - October, 2008):Managed 65 full time employees in managed care authorizationunit with $5 million budget. Led consolidation of fragmented unit from design to implementation. Reduced costs 17% ($1 million).Improved service levels on key measures (time to request authorizations) from 13-25%.

Member of Media & Entertainment and Nonprofit Practices. Awarded global fellowship to focus solely on nonprofit/public sector projects. Led teams that advised top management on operational effectiveness and strategic management issues. Developed overall project plans, oversaw associates and client team members, managed internal processes, devised analytical methodologies, led meetings and developed communication of findings.