Greater Minneapolis-St. Paul Area
Healthcare strategist and customer success lead with a proven track record of helping health plans and health services organizations navigate complex transformation initiatives. I specialize in translating operational challenges into strategic opportunities and partnering closely with clients to drive measurable impact in value-based care. My experience spans go-to-market redesigns, financial modeling, and platform deployment, with a focus on aligning cross-functional teams and guiding executive stakeholders through data-informed decision-making. I bring a hands-on, collaborative approach that blends analytical rigor with pragmatic execution. Currently serving as a Customer Success Lead at Stellar Health, I work directly with clients to define success metrics, ensure effective platform adoption, and unlock long-term value. I hold a Master’s in Health Administration from the University of Iowa
• Serve as a strategic partner to clients, guiding them through the successful adoption and long-term use of Stellar’s platform to support value-based care. • Align with client leadership to define goals, measure impact, and translate program data into actionable insights and performance improvements. • Lead cross-functional collaboration to ensure smooth implementation, ongoing support, and continuous value realization.
• Supported a Go-To-Market reorganization for a client by identifying stakeholder pain points and contributing to deal workflows and RACIs, enabling a smoother, faster transition to the new operating model. • Onboarded a durable medical equipment provider and revamped the member transfer workflow for a health plan, resulting in higher member satisfaction scores. • Contributed to a health plan cost-of-care assessment by analyzing data and creating client-facing content, leading to the implementation of new cost-saving initiatives. • Led the project management office for an insurance broker payment application, completing 13 projects in ten months ahead of critical open enrollment deadlines.
• Led a trio of projects ahead of the Annual Enrollment Period, including launching a Medicare Advantage sales meeting website and implementing two virtual engagement tools for brokers. • Managed the transition of a health plan from ASO to fully insured, coordinating regulatory documentation and key project deliverables. • Directed the kickoff of a retroactive chart review modernization, aligning cross-functional teams to meet development timelines. • Coordinated training for 200 field staff, delivering 20 sessions and creating a comprehensive FAQ resource for post-training support.
• Documented over 500 requirements pivotal to the modernization of a chronic condition detection and assessment program. These requirements formed the bedrock for a successful two-year program overhaul. • Acted as a bridge between business and technical stakeholders during project development, ensuring comprehension of requirements and adherence to development timelines. • Crafted essential inputs for joint application design sessions, deconstructed an operations playbook to formulate precise current-state process flows. These inputs significantly informed the design of the program's future state.
Utilized Kepner Tregoe’s best practice methodologies to deliver clients’ customized solutions. Certified to deliver KT’s Problem Solving & Decision Making and Project Management workshops. Also facilitated the application of the KT methodologies to client situations to achieve organizational goals. • Program Trainer: Delivered Kepner-Tregoe’s Problem Solving and Project Management courses conducted over three or five-day interactive workshops. Trainees came from various backgrounds including operations, manufacturing and IT. • Consultant: Worked alongside clients on longer engagements. With clients we achieved goals including increased product yield and retaining more health payer members during an open enrollment period.
• Telethealth Project Leader: Led a project to implement telehealth as a substitute for staffing specialist in the ED, resulting in the hospital retaining patients previously transferred to other hospitals. • Patient Experience Improvement: Used Press-Ganey data to identify the primary care clinic as the best opportunity for improvement in patient experience. Newly implemented communication protocols resulted in an upwards trend in Press Ganey scores for the primary care clinic. • Accreditation of New Service Line: Responsible for obtaining a new transfer agreement with the University of Iowa Hospitals and Clinics required for certification as a center of excellence for the new bariatric program. • Accountable Care Organization Search: Researched the differences between two potential ACOs the hospital wanted to join. I reported findings to the executive team as inputs for their decision making process.
• Conducted, with a team of students, a case study on medication errors in labor and delivery to reveal the true cost of poor quality. • Constructed work process flow charts for labor and delivery to determine costs at each step in the delivery process. • Presented findings to UIHC’s safety and oversight team, and other key clinical groups including nurses and pharmacists.
• Volunteered to drive the ambulance during free time due to understaffed EMS. • Transported 25 patients for a total 1,500 miles over 4 months.