Hire great people. Let them work.
The most important job I do is matching the right people to the mission. Then I delineate authority clearly and get out of the way.
0%
Margin from a $7M loss · 12 months
Healthcare Operations & Technology Executive
I build organizations where people and the numbers perform.
I walk into complex healthcare organizations and execute large-scale transformation, using named operating models that have worked before and are built to work again. Performance problems are usually governance problems. Fix the structure, and the numbers move.
Named models, built to repeat / $400M P&L directed / 1,000+ led globally / NPS -52 → +20
NPS · global SaaS customer org
-52 → +20 · 72-point turnaround
The truest test of our success is if the team continues, and succeeds, without us. From my leadership philosophy, written for every team I have led
How I lead
The philosophy comes first. The playbook follows.
I put my leadership philosophy in writing and hand it to every team on day one, so people know exactly what to expect from me and what I expect in return. Six working principles.
- Hire & trust
- Candor
- Solutions
- Succession
- Calm
- Optimism
Trust is built on candor.
You can expect me to be frank, and I expect the same. Healthy debate grounded in facts, then full commitment once the decision is made.
Bring solutions, not just problems.
Decisive decisions and calculated risks are rewarded. Mistakes are okay: own them, ask for help, fix them, move on.
Train to replace ourselves.
Tenure is valued, but never at the expense of ideas. We develop talent deliberately and build teams other people want to join.
Calm is a leadership function.
In a crisis I get quieter, not louder, and I seek input from anyone who can contribute to the solution. Then we decide and act.
Optimism is a performance multiplier.
Humor and perpetual optimism are operating tools. I reward results, and I want winning to be something we enjoy together.
How I do it
Methodology you can hold me to.
Philosophy without method is a poster on a wall. These are models I created, named, and published, and they travel to every organization. Beneath all of them sits the One Scorecard principle: shared metrics across quality, experience, and margin, so teams stop optimizing against each other.
The methodology travels with me
90 for 90
A turnaround is not complete until 90% of key KPIs hold for 90 consecutive days. One good quarter is not a turnaround. The standard applies to my own work first.
Read the frameworkCultural Currency
Culture is not the mission statement. It is what people trade for status. Change what expertise is worth inside the team, and the culture follows the currency.
Read the frameworkBehavioral Architecture
Technology adoption is a design problem. Clear the structural barriers first, then apply behavioral change to the true resistors. Most resistance is structure in disguise.
Read the frameworkDyad Leadership
Clinicians and operators paired on one scorecard, with shared accountability for quality, financial, and experience results. Goals stop competing when the scorecard is shared.
Read the frameworkORIGINAL MODELS · EACH TIED TO A NAMED ORGANIZATION AND A NUMBER · BUILT TO REPEAT
What it produces
The philosophy holds up under the numbers.
$0M
Largest P&L directed
0
Employees led globally
0pt
NPS turnaround, -52 to +20
Clinical-Operational Integration
Governance that puts clinicians and operators on one scorecard, so quality, financial, and experience goals stop competing.
- Decision cycles 40% faster through Dyad governance HEALTH SYSTEM
- Patient satisfaction 55% to 82% across 18 hospitals HEALTH SYSTEM
- 87% physician adoption of digital tools vs. 55% industry average HEALTH SYSTEM
Transformation & Turnaround
Operating infrastructure built from scratch or rebuilt under pressure, with the financial results to prove the model works.
- $7M operating loss to 22% positive margin in 12 months HEALTHCARE IT
- Organization scaled 80 to 750+ employees while quality improved HEALTHCARE IT
- $17.5M annual savings consolidating 22 service lines HEALTH SYSTEM
Technology & AI Adoption
Behavioral architecture for technology change: adoption designed into the operating model instead of pushed at resistant users.
- 67% vs. 46% AI drafting recommendation gap documented across 1,200+ radiologists HEALTHCARE AI
- NPS from -52 to +20 through behavioral science methodology GLOBAL SAAS
- ML escalation model at 98.5% recall vs. 41% industry benchmark HEALTHCARE AI
Value-Based Care & Population Health
Risk-population programs that change outcomes and cost curves at the same time, built with clinical chairs, not around them.
- 42% readmission reduction in Dual Eligible populations HEALTH SYSTEM
- $12.5M total population health benefit delivered HEALTH SYSTEM
- Federal program operations for 30+ national health plans MANAGED CARE
The evidence
Same person. Five very different proving grounds.
The organizations were the settings. The pattern was the constant.
Mosaic Clinical Technologies
1,200+
radiologists on AI reporting, 4 states
Prisma Health
55% → 82%
patient satisfaction, 18 hospitals
HCTec
$7M → 22%
loss to positive margin, 12 months
Change Healthcare
30+
national health plans served
Dayforce (Ceridian)
72 pts
NPS turnaround, 3 continents
THE LATEST CHAPTER
Right now: AI adoption at clinical scale.
I currently lead technical success and AI platform deployment for Mosaic Clinical Technologies across a four-state radiology region: 12 practices, 60+ imaging locations, and 1,200+ physician end-users, with a full migration off legacy voice recognition platforms completed on deadline with zero patient safety incidents. Physician-owners cannot be ordered to adopt anything. The insight below is why the adoption held.
67% vs. 46% · documented, not decorated
1,200+
Radiologists live
33,000
Daily studies
67% vs. 46%
AI drafting adoption gap
99.5%+
Platform uptime
From the field
The thinking, in writing.
Each piece opens inside a real moment, names a principle, and leaves you a framework you can use Monday morning.
Turnaround leadership
Culture Is What People Trade
A -52 NPS, seven-hour hold times, and veterans who refused to train new hires. The fix started with changing what expertise was worth.
The 90 for 90 standardHow I Know a Turnaround Is Complete
Every failed turnaround declared victory on one strong quarter. 90 for 90 is the harder test.
AI adoptionAI Is a Behavioral Architecture Problem
What looked like physician resistance was a structural problem in a behavioral disguise. Sorting one from the other is the discipline.
If the operating model is the problem, let's talk.
Advisory, fractional, and interim engagements for healthcare organizations that need capability built, not another assessment deck.
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