Responsible for providing senior level leadership, guidance to the Member Services, Transportation Services, and Grievance & Appeals teams. The responsibilities include department level performance, program/project leadership and performance, and cross-functional projects and outcomes. Provides oversight over all aspects of the Member experience, strategy, and initiatives. Creates and develops strategic alliances and relationships. Serves as an internal advocate and the voice of the Member. Plan, organize, lead, and coordinate the IEHP approach to achieve high performance in key service-related functions and programs from a member perspective. Bring awareness to IEHP Executives and Departments on how their work impacts the Member and drive the strategy and execution of member experience initiatives across the organization. Responsible for defining and executing complex, cross functional solutions that focus on maximizing the members’ experience by optimizing the members’ abilities to navigate their benefits. Leading change within the organization, with a strong ability to prioritize and operationalize improvements. Focusing in developing and executing a robust Member Experience strategy to influence cultural change across the organization and to drive enhanced results.

Responsible for leading and directing the Member Services and Transportation Services Contact Centers for IEHP. This is a team 600+ Team Members, including Member Services Representatives, QA, Training, WFM, and analysts.

Inland Empire Health Plan (IEHP) is a not-for-profit, rapidly growing Medi-Cal and Medicare health plan in California. With a provider network of over 6,000 Providers and more than 2000 employees, IEHP serves over 1.2 million residents of the Riverside and San Bernardino counties who are enrolled in Medi-Cal or IEHP DualChoice Cal MediConnect Plan (Medicare-Medicaid Plan). Senior Director, Process Improvement, Rancho Cucamonga, CA• Leading a team of 20 PI Team members (and 8 Consultants), define and drive organizational wide Lean process improvement initiatives, training, and learning events that are focused and aligned with improving IEHP operational and clinical efficiencies and effectiveness. • Responsible for identifying areas for process improvement events (Value Stream Assessments, Rapid Improvement Events), establishing project objectives and for the selection of cross-functional Team Member participants and leaders.• Developed comprehensive Enterprise-wide Lean Transformation Plan focused on 28 initiatives closing future state gaps, critical roles, assessment and measurement methods.• Generated action plans to address specific cultural areas to improve Team Engagement survey results• Co-facilitated a renewed strategic plan aimed at achieving IEHP’s vision of being a 5 Star Health Plan

Led the Member Experience On/off exchange, Individual and small business Group market segments contact centers with 5 sites located in California, Colorado, Georgia, Connecticut, and Virginia. With over 800 associates and an annual budget of $50M; Member Experience takes over 6M calls each year. • Launched “Journey To Excellence” 3 year plan focused on five pillars (People, Customer, Quality, Operations/Compliance, Financials) and 20 aggressive initiatives all focused on improving the member and associate experience• Implemented a SparX Innovation program with over 350 ideas generated in 4 months• Reduced staffing resources by $4.3M by implementing a rigorous staffing model, management oversight and load-balancing• Designed and implemented “chat” capabilities in Large Group for over 500,000 members• Coordinated the centralization of all secure messaging (email) channels into single unit…>1M emails per year• Enterprise leader of new Voice of the Customer Strategic Initiative using Medallia Customer Experience program• Designed and implemented a Balanced Scorecard and associated Business Performance Review• Reduced Claims Performance guarantee penalties from ~$2.5M to zero • Led successful “peak season” in late 2014 through early 2015 with strong service levels while exceeding member satisfaction targets in each line of business• Served as interim VP, Enterprise Member Experience, Nov 2015 - Feb 2016...our peak season.

California Member Services is a statewide organization with 630 staff in 78 locations, and a budget of $61.7M. The two main functions are 1) Local Member Services which provides superior service through face-to-face interactions with members who come into one of the KP Medical Centers or Hospitals; 2) Member case management encompassing five Member Case Resolution Centers (Roseville, Pleasanton, Rancho Cucamonga, Pasadena, and San Diego). These sites process grievances and appeals and ensure Kaiser Members receive a timely resolution to their issue and that all regulatory compliance requirements are met. The department routinely underwent audits from regulatory agencies such as CMS, DMHC, and a variety of Medi-Cal organizations. Additionally, the team researched and resolved any concern given to a KP executive across California or Program Office (CEO, Regional Presidents, Medical Directors) • Led business improvement initiative resulting in “Case” Processing Quality improving from ~60% to over 90% in just 4 months. Sending a resolution letter on a complaint or grievance is the main product going out to KP members…the quality of the correspondence was dramatically improved, which also reduced regulatory risk significantly • Championed multiple Lean Six Sigma process improvement projects that achieved over $2M in savings• The KP.org Email Complaint Reduction project resulted in a 45% complaint reduction and a $400K savings annually • Implemented the SparX innovation program, giving staff a way to propose innovative ideas for improving work in CA Member Services…over 400 ideas submitted.• Implemented Translation Pricing process improvement statewide, resulting in a streamlined process that included a 20% discount on translation fees, a 60% reduction in processing, and a 98% reduction in invoices received. Completed a statewide organizational redesign which flattened the leadership structure, redesigned our QA approach, and netted a $1.6M run rate savings

Accountable for a $64M budget and a staff of 470 employees, key responsibilities include leadership of Health Plan functions related to Claims processing ($500M annually), Membership Services Contact Centers, Clinical Appointing and Nurse Advice Contact Centers, Insurance Admin., complaint/grievance/appeal resolution, Regulatory, Membership Admin. of enrollment and eligibility, Benefit Admin., Contract Admin., and Performance Improvement/Business Consulting.• Implemented an approach for identifying and tracking 22 major regional initiatives (2010), called “Big Plays”, which resulted in savings of >$52M in 2010 and >$71M in 2011, thus putting the Region back onto a sound financial glidepath• Led the NW Health Plan’s Revenue Cycle Optimization Program as well as represented the Region in National RevCycle initiatives aimed at optimizing revenue cycle streams across all touchpoints within the integrated care delivery system • Consistently achieved higher than benchmark performance levels on all Claims operational processing and quality metrics, including $40M annually for recoveries, fraud, waste, abuse and cost avoidance• Coordinated establishment of NW region’s Executive Performance Group and Strategic Program Management Office supporting development and monitoring of Strategic and Operational Planning, measurement, ROI Tracking, Revenue Optimization leveraging best practices, balanced scorecards, systems thinking, Change Management, and Lean Six Sigma • Centralized regional complaint and grievance resolution into one department moving compliance levels from <50% to 99% on a consistent basis• Improved service levels in Appointing, Dental, and Membership Services contact centers, while reducing costs at the same time volumes were significantly increasing year over year• Chartered process improvement efforts to redesign the Benefits and Contracts Administration organizations, resulting in tighter controls, & more efficient cycle times

Led Member Services’ statewide functions for Planning & Analysis, Performance Management, Project Management, Six Sigma, Training, Strategy, Technology. Member Services consists of +600 employees focused on responding to Members inquiries, complaints, grievances, and appeals in a heavily regulated environment• Led implementation team that delivered a completely redesigned Member Services operating model, including end-to-end processes, new leadership team, balanced scorecard, management reporting, staffing model, quality assurance• Redesigned operating model resulted in positive compliance results (consistently exceeding >95% quality and timeliness); Corrective Action Plans which eliminated previous findings, operational effectiveness and morale increases• Built training team from ground up, new curriculum (none previously) with +60 courses being offered• Managed implementation of new complaint management tracking system• Generated numerous communication mechanisms including: senior executive presentations, town hall meetings, newsletters, website, contact database, leadership offsite meetings and an Member Services vision and strategic plan• Coordinated development of weekly operational dashboard, monthly Business Reviews, automated strategy map• Formed a statewide project management team to transfer work from external consultants to internal expertise• Coordinated all necessary steps and business case to obtain approvals on $50M capital project to create new facilities• Developed process to identify, track, resolve and report on Board of Directors and Sr. Executive member complaints

Responsible for creating, building and leading the Business Excellence capability within the Information Technology and Health Plan organizations (+7000 employees). Business Excellence includes approaches, training and tools related to Six Sigma, Balanced Scorecards, Voice of the Customer measurement and Malcolm Baldrige self-assessments• Built a 10 member team of Master Black Belts and Black Belts resulting in projects producing >$4m in annualized savings related to customer call eliminations, enrollment cycle time reductions, account reconciliation process enhancements, defect reductions, clearance of outstanding arrears, automated claims adjudication, etc.• Designed and implemented a balanced scorecard system of leading indicators, including automation of the dashboards tied to initiatives, targets, and business processes resulting in an “early warning, rapid response” capability • Created a portfolio project management process enabling the quantitative evaluation of projects by impact, ROI, and feasibility for prioritization, selection and ongoing governance/toll-gating/phase reviews• Integrated Six Sigma DMAIC principles with the Comprehensive Design Process resulting in successful implementation of process improvements prior to technological enhancements• Led the Managing Our Business team responsible for designing and deploying the approaches, methodologies and training curriculum related to Six Sigma across the IT and Health Plan Administration organizations• Co-led the business turnaround of the Ft. Worth Consolidated Service Center resulting in standardized processes and policies, organizational re-design, training and quality assurance departments and positive financial results

Responsible for creating a world-class customer experience approach by designing, developing and supporting the deployment of the company’s TCE/Q strategy encompassing the framework, key strategies, governance model and identification of key improvement priorities. Was also responsible for developing and deploying a comprehensive strategy to radically enhance the quality and customer satisfaction of Corporate and Consumer products, internet services and technical support. • Developed a strategic framework and management system used to plan, manage, measure and document the world-wide efforts related to Total Customer Experience and Quality• Led a major project focused on developing an information management system and business processes related to key customer satisfaction and quality metrics, early warning and data mining capabilities…resulted in $10M in cost reduction, improved early warning/rapid recovery cycle time from 2-3 months to 2-3 weeks or less, and 40% improvement in customer satisfaction• Established Quality Leadership Team concept with Process/Product Improvement Teams (Black Belts) driving Customer and product results to higher levels of achievement including a 15% improvement in product quality and a 28% improvement in on-time delivery• Led a rigorous assessment of the North America technical support operation (6 call centers, 3000 agents) resulting in numerous efficiencies and increased escalation effectiveness. Provided leadership to the group during peak season to ensure improvements were implemented, with results including a 20-point improvement in Customer Satisfaction for service, and a 50% increase in First Call Resolution. Group received a #1 ranking from CNET and positive reviews by Good Housekeeping and other trade magazines

- Full responsibility for managing the corporation’s worldwide internal business assessment processes, based on the Malcolm Baldrige National Quality Award Management System. This included the design and implementation of the Amoco Business Model and a revolutionary four- tiered approach to assessing a business’s performance along with all necessary education, training, materials and job aids; Led over 20 Business Assessments in units located in North America and throughout the world, resulting in the Baldrige-based score to increase 20% annually; Provided training to hundreds of executives, employees regarding Baldrige criteria and assessment processes; Also responsible for change management activities for overseas production operations. Coached and mentored 15 business unit Progress consultants on concepts ranging from continuous improvement methods to positive reinforcement and recognition principles. Led the development of the pilot process for Amoco Business Assessments; Co-facilitated Business Assessments in UK, Trinidad, Sharjah, Egypt, Argentina, Norway and Netherlands