Selected Work
Between a credible idea and consistent use at scale.
I have spent more than 20 years leading health initiatives across military health, employer health, digital platforms, senior living, consumer health, and preventive wellness. The environments differ. The operating challenge repeats: connect evidence, human behavior, product, data, and execution closely enough to produce a measurable result.
Each case below is viewed through two tests:
What had to be scientifically, analytically, or clinically sound?
What had to be true for people to use it, teams to deliver it, and the enterprise to sustain it?
Case 01
BUMED
Prevention at national scale requires more than a set of wellness programs. Clinical medicine, population analytics, policy, care access, behavioral intervention, and executive accountability must operate as one system.
The mandate was to identify emerging health risk earlier, direct the right preventive response, and show whether the work improved both health and cost performance across a large, distributed population.
Aggregate risk data can describe a population without changing what happens next. Education can raise awareness without reaching the people most likely to benefit. Individual interventions can perform well while the larger system remains fragmented.
The work needed a clear path from risk identification to intervention, delivery, measurement, and leadership action.
I directed national preventive health operations across clinical medicine, behavioral data, analytics, policy, and care delivery. The work included:
The evidence test
The analytical model had to identify meaningful emerging risk, use multi-year population data appropriately, and connect the result to an intervention with a plausible pathway to better health.
Measurement had to move beyond participation and show whether targeted prevention changed health performance and cost.
The real-life test
The model also had to function across a complex national care environment. That required clear protocols, access pathways, policy support, cross-agency alignment, operating ownership, and reporting leaders could use.
Prediction mattered only if it changed a real decision for a real population.
The $25M initiative served 400K beneficiaries. Program reporting documented:
30%
Improvement in health outcomes
25%
Reduction in costs
I can lead a health system in which science, policy, operations, and economics must move together. The result was not a single intervention. It was an operating model for predictive prevention at population scale.
Case 02
Premise Health
An acquired wellness platform needed to become part of a much larger clinical and enterprise health model. The opportunity was not simply to integrate technology. It was to connect digital access, personalized engagement, care delivery, outcomes analytics, and client value.
A platform cannot create its full value when it remains a separate engagement layer beside care. Nor can digital activity be treated as proof of better health.
The product needed to fit clinical workflows, improve access, direct attention toward meaningful risk, and give operational and client teams evidence they could act on.
I led the integration of a SaaS wellness platform into Premise Health's clinical model, with strategic ownership across product, UX, clinical design, operations, and digital intervention. The work included:
The evidence test
Engagement needed to be linked to a defined health or behavioral result, not treated as a stand-alone success measure. Predictive outreach needed a relevant risk target, and product decisions needed to remain grounded in clinical and behavioral evidence.
The real-life test
The experience had to work for members, providers, operators, product teams, and clients. That required integration across digital entry points, care workflows, technology, service delivery, and performance reporting.
The platform became more valuable when it could help the right person reach the right next action and help the enterprise understand what followed.
Precision engagement and integrated delivery produced a:
50%
Improvement in retention
The work also established a stronger connection between digital engagement, measurable outcomes, client value, and enterprise growth conversations.
I can integrate an acquired product into a broader care model and align technology, clinical practice, user experience, operations, analytics, and commercial priorities around a shared result.
Case 03
League
AI can make health experiences more responsive, but technical performance alone does not make personalization useful. The model needs a defined behavioral purpose, an explainable basis for action, and an experience that helps people take a meaningful next step.
Optimizing activity can increase clicks without improving adherence. Adding more data can make a model more complex without making the recommendation more relevant. A highly accurate prediction has limited value when users, clinicians, clients, or product teams cannot understand how it should change the experience.
The work had to connect responsible model development with behavioral science, product decisions, validation, and measurable use.
I led enterprise strategy translating behavioral science, clinical insight, and AI-powered personalization into scalable engagement systems. The work included:
The evidence test
The model needed a specific prediction target, a transparent validation approach, and a defensible connection between model output, intervention, and health behavior.
In internal validation, the model reached approximately:
85%
Predictive accuracy
The real-life test
Prediction had to improve what happened next. Personalization needed to account for motivation, context, and readiness, and it needed to fit product journeys across payer, provider, and employer settings.
An AI-driven behavioral intervention produced a:
22%
Improvement in adherence
I can help an enterprise give AI a defined health purpose. That means asking not only whether a model predicts well, but whether the prediction improves a product decision, supports responsible action, and helps a person do something that matters.
Case 04
Senior Resource Group
The task was to create an evidence-based wellbeing and engagement platform that could scale across 32 luxury senior-living communities while remaining personal, relevant, and emotionally meaningful.
Scale required consistency. Adoption required local trust, identity, belonging, and experiences people genuinely wanted to join.
A larger calendar of activities would not create a differentiated health experience. Standardization alone could improve consistency while flattening the human qualities that made participation worthwhile.
The operating model needed to define what should remain consistent across the enterprise and where communities needed room to respond to local people and context.
I designed and scaled an evidence-based wellbeing platform that integrated hospitality, behavioral science, social connection, and health programming. The work included:
The evidence test
The platform needed clear health and wellbeing principles, defined measures, and a credible way to learn from adoption and outcome data across communities.
The real-life test
The experience had to feel relevant to people with distinct histories, abilities, preferences, and social worlds. Teams needed standards they could execute without replacing human judgment with rigid scripts.
The model succeeded by pairing enterprise consistency with local meaning.
Across 32 communities, the platform achieved:
90%
Resident adoption
70%
Increase in participation
I can turn behavioral insight into a repeatable enterprise experience without stripping away the human value that drives participation and return.
ECC · Global Health & Wellness Manager
Directed an $8M global health portfolio across five countries, building measurement systems that connected participation, chronic risk, wellbeing, and cost. Participation increased 70% across a complex, distributed workforce.
Sensei · VP, Preventive Medicine & Scientific Affairs
Lead the design and commercialization of integrated preventive health experiences, aligning scientific standards, behavioral design, diagnostics, operations, measurement, and guest value.
Sonima Wellness · Director of Sonima Wellness & Institute
Developed evidence-based health education, preventive wellness programming, curricula, and expert partnerships that translated complex science into practical public use.
I do not enter an enterprise problem from one discipline. I look for the break in the value chain.
When those questions are answered together, health innovation can move beyond the pilot and perform at scale.