• Created strategic plans to enhance operations of Risk Adjustment departments.
• Developed gap analysis to help companies identify areas that needed to be addressed in order to have a successful Risk Adjustment program. The analysis included areas that were impacting revenues, and a plan to correct gaps and inefficiencies.
• Applied organizational analysis to ensure the right staff was in place throughout the risk-adjustment workflow.
• Created training materials for stakeholders and physicians.
• Led clients to achieve efficiency gains such as increasing claims accepted from 80% to 95%, increasing the number of notes signed by 25% and increasing use of refreshable diagnosis reports by 40%.

At the onset of Covid-19, we worked with clients to implement telehealth programs to complement and enhance in-person care at nine Federal Qualified Health Centers, which required: i. identifying workflows to increase the use of telehealth visits, ii. undertaking a full assessment of each health center to identify its ability and capacities to successfully provide telehealth to patients, iii. advising on best practices and approaches to ensure the best outcomes for patients, iv. fully implementing revenue recovery to ensure program sustainability targets were attained.

•  A client needed to ensure a population health management platform had the right modules to conduct risk adjustment across 17 health centers in their organization. By undertaking a full evaluation of the platform, we were able to uncover key adjustments that were required to create robust processes. This enabled the client to negotiate the best possible contract conditions and to make improvements to the platform as part of the implementation.
• With patient safety and improving quality of care as the principal guidelines for implementing Epic across the Partners Healthcare hospital network, we worked closely with multiple divisions in developing a full execution strategy. As with most large-scale systems implementations, the final outcome, deadlines, and budget were certainties given going into the project, and success largely became the result of knowing when and how to pivot in order to create the most efficient processes.
• Managed and executed projects for eCare, the business division implementing Epic across Mass General Brigham Healthcare System. This $1.2 billion project unified the Electronic Health Records system across all Mass General Brigham hospital’s networks.

Worked closely with stakeholders at 10 primary care practices in Chicago and Atlanta to conceptualize, design, and implement an electronic medical referral platform in only 6-months. Built coalitions internally and across several function areas, facilitated staff training, and improved the effectiveness of patient referrals.

Managed the implementation of the Patient-Reported Outcome Measures (PROMs) pilot at Mass General Brigham Integrated Health Care System, a highly strategic program that involves collecting key health outcome measures directly from patients with the goal of improving the quality of care.

Led several consumer testing research projects for the Centers for Medicare & Medicaid Services (CMS) aimed at enhancing communication with beneficiaries in areas such as patient safety and Medicare.

Designed and implemented several health and education projects in Latin America (Colombia, Venezuela, Chile, Argentina, Nicaragua, and the Caribbean Islands),  aimed at increasing access to education and health.