What getting there
actually looks like.

A multi-billion dollar healthcare services organization was navigating a major post-acquisition integration. Strategic initiatives were running simultaneously across the enterprise with no common governance, no shared prioritization framework, and inconsistent leadership alignment on what success looked like. The ambition was there. The operating infrastructure to execute consistently was not.

• Stood up an Enterprise PMO from scratch — standardized lifecycle management, governance processes, and executive dashboards
• Led full redesign of the clinician onboarding value stream: consolidated two teams into one, merged two systems, eliminated waste end-to-end
• Transitioned $120M in annual hospital contract revenue from an external vendor to the client's internal accounting team
• Managed 13 real estate site exits and 200+ FTE transitions on schedule and within protocol

A global specialty insurance firm needed a clear, validated picture of how work was actually getting done before it could pursue standardization, automation, or technology investment with confidence. Processes varied significantly across underwriters and geographies, documentation was incomplete, and there was no structured way to manage or improve what the organization had. Without that foundation, any transformation investment was a risk.

• Embedded across US, UK, and international offices to catalog and document current state processes from the ground up
• Built a complete 5-level enterprise process hierarchy — covering every core function from submissions and underwriting through claims and policy servicing
• Identified and prioritized improvement opportunities across four categories: people, process, technology, and transformation
• Implemented a structured document repository and handed it off to the client for ongoing management

A leading national laboratory testing organization had launched a major operational cost reduction initiative — and stalled. Multiple prior consulting engagements had made real progress, but the hardest inefficiencies remained. Leadership alignment had eroded, and priorities were unclear. The organization needed a team that could cut through the complexity, identify what was still costing money, and make the final mile of the initiative stick.

• Led multiple project teams through a systematic process and operational improvement program across key functions
• Conducted current state assessments, identified savings opportunities, and drove improvement from discovery through implementation
• Reduced cycle time across key operational workflows and overhead in administrative functions
• Built structured executive impact tracking so leadership always knew exactly where they stood against the goal