Across the lifetime of the companies I've led — behavioral health, SUD/MAT, primary, urgent, lab, imaging, surgical, hospital.
Returned to payers in the first six months of full deployment. Founded it. Sold it.
Six high-acuity clinical risk books — MSK, Oncology, CHF, Maternity, Autoimmune, Dementia.
Patients across three governed cohorts — $14.3M first-cycle GSV, 58.7% Reviewer Influence Rate. (NIH All of Us validated.)
Each one occupies the orange band.
The gate fires once — at the start. Renewals re-check the paperwork, not the patient. No one in the payment chain governs whether the thing should still be running.
Between the decision to authorize and the obligation to account for the result, high-cost categories operate on autopilot by default. That's true wherever the dollar is authorized and then unwatched. It's sharpest in self-funded plans, where the payer and the loser are the same entity.
The entities with visibility — the PBM, the TPA, the network, the navigator — all profit from the thing they would need to question. None will build the layer that governs their own revenue.
That layer has to come from outside. Independent. No facility ownership, no network fee, no downstream interest. And it has to carry skin in the game — accountability held on its own books, fee at risk against the outcome.
Most of my career has been walking into rooms where something was wrong and nobody could agree on what. I don't need the consensus to start. I just need the problem to be real.
I built a 13-location integrated health system from the ground up — behavioral health, SUD/MAT, primary care, urgent care, lab, imaging, a surgical center, and a community hospital — and ran it as CEO through acquisition. 30,000+ patients in the behavioral-health system; 200,000+ served across the lifetime of the companies I've led.
I founded and sold ClearBill, a billing-integrity platform that returned $9.2M to payers in its first six months of full deployment. The gap was visible from the provider side. The fix had to come from outside.
Today I'm Staff Vice President of Carelon Growth (Elevance Health's specialty health-services arm), where I own six high-acuity clinical risk books — MSK, Oncology, CHF, Maternity, Autoimmune, and Dementia — across $50B+ in specialty medical spend. I design products and I ship them. No handoff in between. Specialty risk is the fastest-growing liability in American healthcare, and the products on this page are built to govern it before it becomes a claim.
M.S. Applied Behavior Analysis · Northeastern University
B.S. · University of Louisville
DEA-Licensed · SAMHSA-Certified · JCAHO-Accredited
A 13-location health system from the ground up — behavioral health, SUD/MAT, primary care, urgent care, lab, imaging, surgical center, community hospital. Ran it as CEO through acquisition.
Founded and sold ClearBill, a billing-integrity platform deployed against payer waste.
Staff Vice President of Carelon Growth (Elevance Health) — six high-acuity clinical risk books across $50B+ in specialty spend. The books are where I see what breaks in managed care. So I build the answers: the products and tools in this portfolio, designed and shipped on my own.
Operator first. Open to the full range when the problem is real.
Run it, lead the product, sit on the board, advise, go fractional — I'm open to all of it. I work with health plans, health systems, self-funded employers, digital-health companies, and investors on specialty risk, value-based contracts, governance, and product. No decks. No junior team. The engagement is built around the problem.
I run specialty risk on the payer side now — six high-acuity clinical books across $50B+ in spend. I know where programs stall because I've unstuck them from the inside. Bring me on to run it, lead the product, or build the next one. Start with Cadence or Continuum.
I'll run it, not just advise itEntering value-based care without owning the math kills margin. I built a 13-location system from the ground up, ran it as CEO through acquisition, and modeled the contracts from the provider side. I've sat in your chair. Start with Curated or Compass.
Built it. Ran it. Sold it.Your plan is carrying SUD spend you can't see, continuation gaps nobody measures, and claims that were never verified. Every product here was priced for the renewal you're already running. Start with Waybright, Caliber, or Cadence.
The renewal, upgradedYour product dies in payer procurement because nobody told you what kills a deal on the other side. I've been the payer executive and the founder across the table. Advisor, board seat, or fractional product lead — whatever moves it. Start with Caliber or Equipoise.
Both sides of the tableI don't diligence from a spreadsheet. I read the asset from operating history — clinical viability, regulatory exposure, unit economics, what breaks at scale. Then I can run it after close, chair the board, or step in to fix it.
Can run it, not just rate itOne pattern: independent governance and navigation layers, each carrying its own accountability. Built in about 90 days of nights and weekends.
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