01
Administrative friction
Manual review, duplicate work, rework, escalation, provider burden, and cost accumulate across workflows nobody sees end to end.
Healthcare transformation & operating model advisory
Make complex healthcare change executable.
Large healthcare transformations rarely fail because nobody is working. They fail because the outcome is distributed across dozens of teams, systems, decisions, and dependencies—and therefore owned by nobody end to end. TKO becomes the integration and operational-truth layer that closes that gap.
The point of view
Every part has an owner.
The whole does not.
Reporting depends on an execution system that someone has to establish first: who owns what, what depends on what, which decision is stuck, and whether ready means anything.
20+ years in regulated operations
- Apollo Global Management, regulated operations and exception handling
- Sapient, institutional platform transformation
- ELLKAY, CMS Cures Act and FHIR interoperability
- Cognizant, healthcare transformation and payer operations
- Full career record
Each role is publicly verifiable on LinkedIn.
The recognizable problem
Healthcare operating models were not designed for today’s pressure.
Providers expect less friction. Regulators expect faster action. Leaders expect lower cost. Technology teams are being asked to deploy AI. The controls still matter.
02
Operating-model transformation
Roles, controls, decision rights, segmentation, exception handling, and governance must be redesigned before technology can improve them.
03
Technology and governed AI
Workflows, rules, data, integrations, automation, and human review have to operate as one accountable decision system.
04
Execution and recovery
Hidden dependencies, fragmented ownership, release collisions, and local green status prevent complex programs from converging.
How TKO engages
Land with a bounded question. Expand only when the evidence supports it.
Every engagement defines the objective, scope, deliverables, access, client responsibilities, exclusions, and the decision for handoff or expansion.
- 01
Diagnose
Executive Diagnostic
What is actually happening, and what should leadership examine next?
1–2 weeks
Details
Starting at $5K - 02
Diagnose
Transformation Diagnostic
What is preventing this transformation from becoming an executable operating change?
2–3 weeks
Details
Starting at $10K - 03
Design
Operating Model & Transformation Design Sprint
What should the future operating model be, and how can the enterprise implement it?
4–6 weeks
Details
Starting at $20K - 04
Lead
Transformation Execution Authority
Who is accountable for the outcome end to end when it is distributed across dozens of teams, systems, decisions, and dependencies?
Scope-dependent
Details
Starting at $20K/month, ranging to $50K/month by complexity
Why Todd Kovalsky
The work happens between specialties.
I'm Todd Kovalsky, Founder and Principal of TKO Solutions. I work where healthcare operations, provider experience, technology, controls, governance, and implementation collide, and I have been the integration point across business, operations, technology, compliance, finance, provider workflows, testing, and production readiness on deadline-driven enterprise programs.
- 20+ years across regulated operations, enterprise transformation, product, and implementation
- Healthcare experience across payer operations, provider workflows, prior authorization, UM, and interoperability
- Delivery environments involving dozens of applications and workstreams
- Governance contexts involving more than 100 cross-functional participants
- A live governed decision system I designed, built, and run myself
What this is not
You already have a PMO. This is a different job.
A program office collects and reports what teams say. The execution layer establishes whether what they say is complete, connected, owned, current, and sufficient to support go-live. Both are necessary. They are not the same work.
Conventional program office
TKO
Collects workstream status
Reconstructs enterprise truth
Tracks reported dependencies
Finds the dependencies nobody reported
Records assigned owners
Finds the work with no accountable owner
Reports red, yellow, green
Tests whether status is supported by evidence
Escalates overdue actions
Identifies the unresolved decision preventing closure
Produces dashboards
Creates executive decision intelligence
Coordinates meetings
Drives cross-system convergence
Reports readiness
Establishes what ready means, then tests it
Principal-led healthcare advisory
Bring the messy problem.
What is changing? What is stuck? Where is the burden? Which teams and systems are involved? Start there.