A 13-location system built from zero — 750 employees, five states. Sold it, then stayed CEO 3.5 years to land the integration.
Returned to payers in the first six months of full deployment. Founded it. Sold it to a Fortune 50.
Six high-acuity clinical risk books — MSK, Oncology, CHF, Maternity, Autoimmune, Dementia.
Across the lifetime of the companies I've led — behavioral health, SUD/MAT, primary, urgent, lab, imaging, surgical, hospital.
Patients across three governed cohorts — $14.3M first-cycle GSV, 58.7% Review Influence Rate. (NIH All of Us validated.)
DEA, SAMHSA, and the state — every time. Including the La Grange siting the town fought. The regulated deep end.
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 and SUD/MAT first, then primary care, urgent care, lab, imaging, a surgical center, and a community hospital — 750 employees across five states, 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.
Three fights that tell you more than the list
La Grange: the town organized to stop the OTP. We took every question and opened anyway — one of the four I built and licensed. The carve-out: Kentucky's bundle swallowed the IOP code, so I lobbied it back out until it paid on top. The contracts: my name on every MCO agreement, Medicaid through Medicare — and I sold the company still holding them.
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.
Until recently I was Staff Vice President of Carelon Growth (Elevance Health's specialty health-services arm), where I owned 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 one of the fastest-growing liabilities 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 integrated health system from the ground up — eight care settings, from behavioral health to a 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 saw what breaks in managed care. So I build the answers: the products and tools in this portfolio, designed and shipped on my own.
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.
Each one occupies the orange band.
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 junior team. The engagement is built around the problem.
I also build full strategy decks for specific organizations, unsolicited — six Fortune-scale employers and a handful of operators so far. Ask and I'll walk you through one.
I led product strategy for specialty risk inside the payer's shop — six high-acuity clinical books across $50B+ in spend. I know where programs stall because I unstuck them from the inside. Bring me on to run it, lead the product, or build the next one. Start with Cadence or Caliber.
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, upgradedI 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 it