My career has followed a consistent pattern. I arrive at complex problems before the infrastructure exists to address them, and I build the operational models to solve them. Crisis protocols developed before platforms supported them. Outcomes measurement before reimbursement began requiring it. Integrated behavioral health before employers demanded it.
Every entry here started the same way. What was in place wasn't working, and the solution had to be re-envisioned. The tools changed over ten years, and the approach evolved to meet each occasion. The four earliest chapters link to full case studies.
230 people were waiting for behavioral health care with no system to reach them, and the planned EHR integration fell through. Built a needs-based routing algorithm into a provider-facing app that turned intake data into in-visit recommendations. Waitlist cleared in under 4 months. The division still operates today.
Full case study →26 community mental health centers (CMHCs) never measured outcomes, so there was no case for value-based reimbursement. Designed and ran the pilot that introduced the DLA-20 as the system's first outcomes measurement tool. In parallel, built shared services models across the system, paving the way for mergers to reduce overhead and better serve members. 22 CMHCs now operate under centralized governance.
Full case study →Enterprise and Jumbo client procurement evaluations were rebuilt from scratch for every customer. Automated the RFP scoring process with internal tools and a standardized scoring system. Built scalable client dashboards and reporting templates to track value realization across programs. The infrastructure handled the repetition, freeing us to focus on consulting and strategy.
Every competing firm prescribed a standard EAP for a workforce showing symptoms no one had characterized. Rejected the prescription and designed a mixed-methods needs assessment built on direct employee engagement, something the firm had never proposed at that scale. Won the business over every major firm and revealed traumatic stress mirroring a first-responder profile, hiding in the data.
Full case study →Analytics described problems without recommending action, so recommendations were embedded directly into the engine for customer success teams to deliver independently. In parallel, restructured clinician contracts and brought most content work in-house, repositioning contracted clinicians as expert reviewers and facilitators rather than end-to-end content managers, cutting COGS by 50%. Automated financial modeling for each engagement to sharpen margin tracking. Clinical content development cycle time dropped 67%, and margins rose from roughly 30% to above 70% per engagement.
Full case study →Our team's full intake process sat with our coordinator role. When our coordinator departed, the work was left without an owner. Instead of redistributing the manual work, automated the entire workflow, integrating systems and streamlining the process ahead of the company's broader AI adoption. Roughly 200 hours of administrative work eliminated each year, with no backfill needed for the role.
Structured unstructured feedback from across our proposals and extracted the themes that shaped the custom GPT's design, the instructions and knowledge it would hold, and the actions it would take. It was the team's introduction to AI. Developed a full adoption plan and established biweekly AI working sessions to enable the team and improve how we leverage the tools over time. 1,500+ chats to date, and deal progression up 39% year over year, with no added headcount.
Researched network analysis tools, then began creating purpose-built alternatives through AI-supported development. The first was an internal analytics application, on track to replace a $40,000-per-year software subscription and save roughly 200 hours annually. Recognized company-wide.
Now building a supervisor agent that orchestrates specialized sub-agents across the proposal lifecycle, routing work to the right agent with direct visibility into per-turn costs while running frontier models on complex workflows. Frameworks keep the agents from drifting, and the system calls existing repositories rather than duplicating work. Writers operate and audit the pipelines and own final quality. The agent is approaching full operation, and the broader shift to agentic workflows is underway.
Four case studies from multiple vantage points across the healthcare landscape, from safety-net clinics to statewide behavioral health systems, Fortune 100 employers, and high-growth digital health.
The details were limited. Content Moderators with ongoing exposure to graphic content. Harsh working conditions. Bad press. Every other major firm proposed standard EAP procurement and light strategy. I proposed something our firm had never done before. It won the business.
A capitated model created disproportionate funding without incentives to measure or improve outcomes. The system was mid-transition to a new ASO. An accelerating opioid crisis demanded simultaneous legislative, financial, and operational responses.
Modern Health had the provider network and the platform. They didn't have a productized way to meet enterprise customers where they actually were — inside organizational change, workforce crises, and evolving HR needs. I built it from zero, while partnering with sales to influence $5M+ in ARR during my tenure.
A volunteer provider workforce with high turnover meant clinical context disappeared between visits. A growing waitlist, no re-engagement infrastructure, and no crisis protocol created compounding member risk. The solution required operational design, not just clinical intervention.