汗水多是什么原因

Podcast Interview.

I was tasked by the Board to assess the leadership team and improve the 20+ year-old company’s KPIs. Within 2 years, restructured half of the leadership team, expanded customer base by 24%, increased EBITDA by 87%, improved cash position by 116%, and grew operating margin from 24% to 46%.

I was tasked by the Board with transforming the business. I quickly assessed that future growth would require the company to transform into a more sophisticated, data-driven, and predictable business. I also codified organizational purpose, integrated core values into everyday work, and replaced leaders unwilling to change. Then, reoriented the organization around tightly aligned business objectives with real-time KPIs. Within 18 months, built a sophisticated business culture of excellence… 展开

I was tasked by the Board with transforming the business. I quickly assessed that future growth would require the company to transform into a more sophisticated, data-driven, and predictable business. I also codified organizational purpose, integrated core values into everyday work, and replaced leaders unwilling to change. Then, reoriented the organization around tightly aligned business objectives with real-time KPIs. Within 18 months, built a sophisticated business culture of excellence, united by a clear purpose and capable of generating record-setting company performance – at scale. 收起

The company tracked customer satisfaction data but lacked a systematic approach to act upon it. I interviewed customers to identify the most highly desired services and prioritized actions based on a data-driven analysis of implementation difficulty vs. tangible value created. I then developed a strategy to empower customer-led working groups to identify and replicate clinical best practices while perfecting established core competencies in group contracting. Within two years, customer value… 展开

The company tracked customer satisfaction data but lacked a systematic approach to act upon it. I interviewed customers to identify the most highly desired services and prioritized actions based on a data-driven analysis of implementation difficulty vs. tangible value created. I then developed a strategy to empower customer-led working groups to identify and replicate clinical best practices while perfecting established core competencies in group contracting. Within two years, customer value increased by 243%, and average customer satisfaction increased from 7.9 to 9.0. 收起

? As the supply chain business stabilized, I was tasked by the Board to diversify company value by expanding the scope of services to include revenue cycle management. I then targeted this $3B net patient revenue market by developing effective models to identify and replicate optimized processes by building consensus among dozens of chief financial officers and revenue cycle executives. Over three years, total customer value increased by $33M, eventually growing to $30M annually.

I was charged by the Board to improve current and future operating performance by exploring and adopting innovative technologies. Discerned that the fragmented and process-driven industry was highly susceptible to disruption by innovative technologies, such as Artificial Intelligence (AI) and Machine Learning. I then led the decision to invest millions in AI to automate key business processes. Over the next three years, I implemented technologies that significantly contributed to more than… 展开

I was charged by the Board to improve current and future operating performance by exploring and adopting innovative technologies. Discerned that the fragmented and process-driven industry was highly susceptible to disruption by innovative technologies, such as Artificial Intelligence (AI) and Machine Learning. I then led the decision to invest millions in AI to automate key business processes. Over the next three years, I implemented technologies that significantly contributed to more than doubling operating margins. 收起

? Discerned that the leadership team lacked optimal alignment around a common purpose, clear leadership framework, or scalable management system. I then engaged an outside firm to assess every ELT member's culture and competency fit, including comparable data across key leadership dimensions. Personally, retained viable leaders, redeployed or exited underperforming leaders, and recruited top talent for critical roles, including Chief Operating Officer, Chief Product Officer, Chief Technology… 展开

? Discerned that the leadership team lacked optimal alignment around a common purpose, clear leadership framework, or scalable management system. I then engaged an outside firm to assess every ELT member's culture and competency fit, including comparable data across key leadership dimensions. Personally, retained viable leaders, redeployed or exited underperforming leaders, and recruited top talent for critical roles, including Chief Operating Officer, Chief Product Officer, Chief Technology Officer, and EVP of Sales. Over two years, more than half of the ELT was restructured, which accelerated revenue growth, optimized operating efficiencies, and produced the industry's best performance metrics in client growth and profitability. 收起

? I was tasked by the Board Chairman to build the company from concept to supply chain industry disruptor. I then architected an innovative business model that built consensus among 11 disparate health systems, including hundreds of physicians, clinicians, and supply chain leaders. These efforts achieved the industry’s best contracting results in the most challenging product categories, resulting in $300+ million in financial gains and a sustainable 40% operating margin. This first-of-its-kind… 展开

? I was tasked by the Board Chairman to build the company from concept to supply chain industry disruptor. I then architected an innovative business model that built consensus among 11 disparate health systems, including hundreds of physicians, clinicians, and supply chain leaders. These efforts achieved the industry’s best contracting results in the most challenging product categories, resulting in $300+ million in financial gains and a sustainable 40% operating margin. This first-of-its-kind supply chain aggregation model became an industry standard as a result. 收起

Recognized that continued innovation and earnings growth required the organization to pivot from an engineer-led development model to a more customer-centric, product-led development model. I then recruited a top talent Chief Product Officer (new position) and established a product-technology dyad leadership model over 5 highly innovative product teams capable of rethinking the company’s internal systems, client-facing portal, and technology stack. Within 18 months, these efforts redesigned the… 展开

Recognized that continued innovation and earnings growth required the organization to pivot from an engineer-led development model to a more customer-centric, product-led development model. I then recruited a top talent Chief Product Officer (new position) and established a product-technology dyad leadership model over 5 highly innovative product teams capable of rethinking the company’s internal systems, client-facing portal, and technology stack. Within 18 months, these efforts redesigned the company’s B2B client portal while leveraging AI investments to decrease client transaction processing time, which, at full implementation, significantly decreased headcount expense, expanded operating margins, and increased client delight. 收起

I was recruited by the Board Chairman to evaluate all market segments and maximize revenue. I identified the Large Trucking Company segment as highly desirable but underpenetrated due to an undifferentiated value proposition. Then, created a multi-disciplinary task force to streamline multiple service lines into a single, highly differentiated value proposition that addressed the unique needs of that segment. Within 18 months, these efforts significantly grew segment customers, contributing to… 展开

I was recruited by the Board Chairman to evaluate all market segments and maximize revenue. I identified the Large Trucking Company segment as highly desirable but underpenetrated due to an undifferentiated value proposition. Then, created a multi-disciplinary task force to streamline multiple service lines into a single, highly differentiated value proposition that addressed the unique needs of that segment. Within 18 months, these efforts significantly grew segment customers, contributing to annual revenue growth of 83% and annual pre-tax income growth of 121%. 收起

I identified an opportunity to grow and diversify company revenue by deploying resources into an innovative insurance business model developed by a wholly owned subsidiary. Over 3 years, expanded the business nationally via a creative partnership model that covered 250,000 customers in 30 states, increasing service line revenue by 673%. The partnership model stretched from the Pacific Northwest to the Eastern seaboard and became an industry best practice.