Nic Erickson Email & Phone Number

United States

Reporting directly to the CEO, I was recruited to oversee the Engagement and Clinical Operations teams, quickly expanding my role to serve as the de facto COO. I manage all operations, supporting over 300 associates across multiple divisions, focusing on scaling the business to profitability and achieving key performance indicators. By creating short- and long-term strategic plans for operations and revenue generation, I significantly increased ARR by 100% within 18 months through traditional growth, process improvements, and a new commission structure. I collaborated with the engagement and enrollment team manager to develop new standards, boosting efficiency.To enhance patient experience and capture $1.2 million in savings over the contract’s lifetime, I implemented AI technology that scales quality and enables real-time patient feedback with 100% call coverage. Additionally, I deployed a new clinical model allowing patients to be served by licensed clinicians instead of health coaches. Despite the higher cost of hiring NPs and LPNs, this tiered staffing model increased productivity, associate compensation, and improved margins.Mentoring and coaching account managers to build and maintain strong client partnerships have led to significant account growth and improved client retention. I also implemented omnichannel functionality, which increased patient engagement by 15% and improved the Net Promoter Score (NPS) by 10%.

Nashville Metropolitan Area

I was tapped to oversee both the CareMore and Aspire Health Operations teams. I served as a fourth-line leader for an inclusive team of 750+ associates across six departments, collectively providing centralized support for clinics, virtual care, and in-home care. My focus spanned engagement, route optimization, CMS telephonic audits, medical records management, provider relations, call quality, analytics, and project management.I developed and executed a vision and strategy to merge the CareMore and Aspire centers, which involved retaining specialized teams and reducing role redundancies. This strategic initiative saved $1 million while keeping employee attrition below 30%. Additionally, I led the organization through a crucial telephony upgrade within two weeks, impacting 150 agents and achieving industry-standard service levels.To further enhance operational efficiency, I implemented a third-party call center for all non-patient-facing interactions, driving significant cost savings. I meticulously completed all legal and regulatory processes needed to enact this change, ensuring compliance and smooth implementation.My leadership during this transitional period not only streamlined operations but also maintained high standards of service and employee satisfaction. By merging centers and optimizing resources, I contributed to the organization’s resilience and ability to adapt to evolving healthcare demands. The successful telephony upgrade and third-party call center implementation underscored my commitment to innovation and cost-effectiveness in healthcare operations.

Nashville, Tennessee

When I first joined Aspire as a third-line leader, I managed a team of over 100 people, delivering crucial telephonic support across clinics, virtual care, and in-home care. This role expanded in scope following Aspire’s acquisition by Anthem, Inc. in 2018. I spearheaded initiatives that reduced costs by approximately $1 million and significantly increased efficiency. I revamped the compensation structure, introduced career pathing, and launched a career development program, all while fostering a high-performance culture with less than 20% attrition.By overhauling the scheduling process, I achieved a 100% increase in business within a year. Additionally, I implemented InContact/Fuze call center software and a call quality assurance application, and managed vendor relationships for the National Patient Care Center, cutting annual contract costs by $500,000.

Oconomowoc, Wisconsin, United States

I leveraged my operations experience to provide insight and recommendations to 2 primary clients within the healthcare space.

Scottsdale

In 2013, I was promoted as a second-line leader of a team that planned and assigned the workload for 1,000+ field resources. I developed key relationships and improved interdepartmental communication while establishing standard operating procedures (SOPs) for cross-functional work and aligning company and client goals.While in this role, I drove several improvements, including assisting the team in implementing tools to increase field efficiency and reduce field staff drive time, saving more than $3.5 million. I also significantly boosted team efficiency (by 90%!) and supported the integration of a new company product into operations.

Scottsdale, Arizona, United States

I created reporting in Tableau, Excel, and Access for account managers and upper management, including executives. Through geographic analysis of customer locations, I identified areas for staffing that led to 25% increase in revenues, exceeding $1.5 million.

Phoenix, Arizona, United States

I led a team of 20 in collections and website/server diagnostics while developing and maintaining monthly and annual training for 150+ employees. Additionally, I created monthly, quarterly, and yearly forecasts for upper management to properly measure call center staffing needs. I analyzed monthly team profitability vs. cost to evaluate each team member and maintain profitability. Notably, I improved team revenue $360,000 annually by increasing collections 50% per month through new team initiatives.

Master Of Business Administration

Bachelor Of Arts In Business