I work with a small number of healthcare organizations at a time, in three engagement models. Every engagement is scoped around a capability that continues after I leave.
Operating model design, platform migrations, vendor accountability, and integration readiness for imaging organizations and the companies that serve them. Grounded in current leadership of a four-state region processing 33,000 daily studies.
Behavioral architecture for clinical technology change: structural barrier triage, physician champion models, steering governance, and adoption measurement. Built on documented results, including a 67% vs. 46% adoption gap identified and operationalized across 1,200+ radiologists.
A senior operator inside your organization on a part-time or interim basis: turnaround leadership, customer success infrastructure, post-merger integration, and operating governance. The last fractional engagement converted to a permanent executive role, which is its own reference.
A short, fixed-scope assessment: where clinical and operational accountability actually sit, what the numbers say, and which constraint is structural versus behavioral.
The engagement itself: governance, operating cadence, adoption architecture, or turnaround execution, with your team doing the work alongside me so the capability stays.
The 90 for 90 standard applies to my own work: an engagement is complete when the key metrics hold for 90 consecutive days, not when the report is delivered.
Tell me what is not performing. I will tell you honestly whether I am the right person for it, and if I am not, who might be.
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