Selected work
Six problems I was in the middle of.
Enterprise healthcare programs where the outcome crossed more teams than any single plan covered—prior authorization, provider eligibility, care management, interoperability—plus a governed decision system I built and run myself.
Start with the operating problem closest to yours.
Each case covers what was happening, why it was hard, what I owned, what I changed, and what it means for a program like yours.
Making a Prior-Authorization Waiver Work Inside the Claims System
Prior authorization required providers to verify eligibility and benefits, gather documentation, submit a request, and wait for clinical and medical-necessity review before care could proceed. A national health plan committed to removing that review for qualifying providers on specific codes, as part of reducing provider administrative burden.
I ran program management and cross-functional delivery: the recurring governance forums, integrated planning and reporting, testing coordination, dependency and escalation management, and readiness oversight across the teams involved.
Read the caseConnecting Provider Eligibility Modernization Across Programs
Provider eligibility logic, provider experience, claims processing, and adjacent modernization efforts were advancing through separate programs with limited shared dependency visibility.
I connected the programs to each other: surfacing dependencies, aligning release teams, coordinating testing, managing integrated status reporting, and driving the integration discussions that no single program owned.
Read the caseCreating Integrated Governance and Readiness
Status, testing, release, and dependency information was fragmented across teams, tickets, applications, and workstream plans in a complex healthcare transformation.
I led governance, product-level and executive reporting, dependency and release tracking, and escalation structures, and I coordinated system, end-to-end, test-data, and readiness activity across the programs.
Read the caseHealthcare Interoperability Modernization
Payer-facing CMS Cures Act and FHIR requirements had to become a usable, governed product and operating capability rather than a compliance checkbox.
I owned the product responsibilities that translated payer requirements, regulatory constraints, controls, and technical delivery into an operable platform roadmap.
Read the caseRachelOS: A Live Governed Decision System
A relationship-driven business needed to turn scattered signals, facts, commitments, and follow-up work into reliable daily action.
I designed, built, and operate RachelOS myself, including the workflow, decision, evidence, approval, and feedback mechanisms shown in the screens below.
Read the caseCRE Intelligence Model
A commercial-real-estate advisory workflow needed consistent evidence capture, prioritization, and follow-through across market and relationship signals.
I designed the analytical and workflow model as independent work outside healthcare.
Read the caseHow I describe this work
Enterprise programs carry confidentiality obligations that outlast the engagement. Where a result cannot be published, I describe the mechanism and my own role and leave the number out rather than estimate it. Employment history establishes experience, not employer or client endorsement.
Principal-led healthcare advisory
Bring one operating problem under pressure.
I will help determine what is actually happening, which control or dependency matters, and what leadership should do next.