Built new strategic planning and associate engagement teams. Managed consulting solutions shared services (project management, process improvement, change management, and learning). 2-4 direct and 6-30 indirect reports; $5M operating budget. • Led 3-year strategy for Medicare and Medicaid business representing over $80B in revenue. Orchestrated development of comprehensive 3-year strategy with senior leaders including developed industry trend analysis, purpose alignment, and prioritization of 17 value drivers; created leader cascade materials to energize 15K associates; and identified key performance indicators (KPIs) to monitor real-time performance of strategy progress. • Transformed internal consulting team, quadrupling annual value to over $200M and streamlining team composition, reducing operating costs 50%.• Established engagement, communication, and change management team, supporting 6 senior leaders and 4.5K associates. Maintained well-being 104% of company average through coordinated leader messaging during $1B company restructuring.

Owned program management of Humana’s $75M investment in creating an enterprise clinical operating model to improve member experience. 20 project management, communication, and change management staff, indirect 100 highly matrixed business partners. Annual $20-$40M strategic investment budget. Regularly updated board, management, and executive steering teams. Managed 2-4 simultaneous consulting engagements • Delivered $50M run-rate contribution by optimizing resources through new, centrally reporting and regionally aligned care management organization. • Unlocked annual incremental $10-$30M medical cost savings by establishing multi-disciplinary care teams with integrated workflows (nurses, social workers, behavioral health clinicians, support specialists, pharmacists, and pharmacy technicians) to reduce readmission rate after inpatient facility discharge.

Built and led 3-person team focused on strategy operations, competitive intelligence, and new business development. Responsibilities expanded to design and establish enterprise-wide clinical operating model. Managed external consultants through vision and design phase. Owned initial program implementation. • Developed segment-wide strategy and connected operating plans for 2 business units, including KPIs.• Led key strategic initiative to test virtual care technology. Reviewed 15+ companies against identified criteria and conducted member, caregiver, and care manager user testing. Selected pilot partner, learnings informed virtual care roadmap. • Established program structure and refined multi-year business case supporting implementation of enterprise-wide clinical operating. Managed 10 cross-functional teams, executive stakeholders, and external consultants to pressure test assumptions and develop implementation plan.

Led Operations Management department with 4 direct and 30 indirect reports. Accountable for annual strategic operating plan, trend management, business compliance, and project management. • Selected for 8-month special assignment to turn around and redesign behavioral health care management. Staff of 105 and $23M in revenue - designed and implemented recovery plan for Behavioral Health Care Management in 3 months. Achieved full-year enrollment, financial, and trend reduction targets. Implemented new organizational structure, assessments, and care plans. Managed by metrics, resulting in 20% improved operating efficiency. • Built trend management and strategy operations team, ensuring utilization and care management organizations exceeded goals by leveraging data-driven metrics

• Selected for an experiential rotation within Humana’s Consumer Innovation Center focused on CHF; leveraged user centered design skills and lean start-up methodologies to develop problem frames, complete discovery research, generate and refine insights, generate concepts, and develop prototype tests• Designed and led evaluative research with care managers and physicians to test key uncertainties related to workflow integration, perceived value, and preferred data layout of a CHF remote motoring system

Chief of staff for segment president; 3 direct reports. Managed strategy operations; company-wide senior leader alignment meeting; routine and ad hoc board, management team, and external presentations and reporting; competitive updates; associate engagement; and coordination of staff and extended leadership meetings.• Established and led 3-year strategic plan development and annual refresh process for newly created $550M annual pre-tax profit segment, developed overarching strategy and 11 business unit operating plans. • Drove analysis and monthly reporting of KPIs, strategic objectives, and financials against plan to assess progress, significantly reducing fire drills by ensuring monthly reporting was one-stop shop for segment president.

• Enabled CMS Medicare network expansion approval for 2,253 county/ network combinations and 2,831 partial PFFS counties by developing an automated IT supported solution for Medicare: Part C Network filings that provided a stable platform while decreasing the yearly workload for network staff. Strategic agile build allowed for on-site user testing 2½ months from funding receipt and full roll-out 3 weeks later.• Appointed to work directly for VP of National Contracting. Developed and launched process for approval of risk and provider engagement contracts, leading to 150 deals reviewed in year 1. Implemented standard financial pro-forma and agreement summary template. Built staffing model and hired for on-going organization. • Implemented workflow tracking, clearing out 8K item critical inquiry backlog in 7 days in response to government mandate.

• 7-month program for emerging leaders to develop skills, problem-solving abilities, and connections through hands-on experience in civic leadership and working effectively as a team• Team partnered with Louisville Metro Police Foundation to select and purchase customer relationship management software to track donors