Strategy that survives contact with the roadmap, pricing that survives contact with the buyer, and an operating model built with AI applied where it actually moves the number.
A 30-minute call to get a first read on where the company should point, and a proposal for a 2–4 week problem-framing engagement.
The right thing, made shippable. A strategy the team owns, pricing tested against the buyer, and AI where it earns its place.
Most strategy dies not in the idea but in the handoff — a deck no team owns, pricing that never met a buyer, an org built for a different plan. I work inside the leadership team to set direction, get the packaging right, and build the operating model to execute it — with AI as a lever where it moves the number, not where it demos well.
Turn a north-star into a roadmap the team owns, sequenced to what actually moves the business, not a slide deck. Product-market fit, and the real problem framed before the tool. AI as a lever applied where it moves the number, gated by a human, never bolted on for the demo.
The org, cadence, and decision rights built to execute the strategy — run hands-on as interim or fractional leadership, not handed off in a document.
Packaging and go-to-market decisions across B2B2C, B2B, and B2C — pricing that survives contact with the buyer, pressure-tested, not just the spreadsheet.
I’ve spent 20+ years as an operator setting product and commercial direction in healthcare, from a Fortune-10 health plan to early-stage platforms built from zero. The pattern that holds: strategy is only as good as the roadmap it becomes, and packaging is only as good as the buyer it survives.
So I don’t start with the tool, the model, or the deck. I start with the real problem, get crisp on what “the right thing” actually is, and then engineer a plan the team can own and ship. AI enters where it earns its place, a lever on the number, not the strategy itself.
More learnings from my decades in tech and digital health on Substack →
Bets that reached national scale, a platform packaged and built from zero, and business-model pivots contracted and shipped.
As SVP Product & Technology (CPTO) at Form Health: led the business-model pivot from B2C to employer B2B2C — payer and employer contracting and compliance — while scaling ARR and patients 15× in two years. The same packaging and operating-model playbook, applied again.
As VP Product & Engineering at Sana Benefits (self-funded insurance for SMBs): grew 50%+ while doubling gross margin above benchmark, and launched Sana Care, a new virtual primary-care line — a packaging and new-line bet that hit break-even within four months.
At a Fortune-10 health plan I defined the virtual-care strategy and launched UHC’s Virtual-First Health Plan (NavigateNOW) — a new packaging and go-to-market bet — and shipped an end-to-end Virtual Care Hub reaching ~40M members across Optum Care and partners, on a member experience at ~4M monthly active users.
Early product hire at a benefits-administration platform: scaled ARR from zero to a meaningful figure on a platform supporting USD 1B+/yr in healthcare spend, 30→500+ employees and 0→60+ employer clients — a packaging and operating-model build from the ground up (figures on the case page).
Most engagements start with a 2–4 week problem-framing sprint, priced by role and cadence, not hours. The phases overlap.
Start from the problem, not a tool. Get crisp on what “the right thing” actually is — the north-star and the bet underneath it.
Pressure-test the strategy and pricing against the market and the buyer — what’s true, what’s broken, what’s worth doing.
A roadmap and operating model the team owns — run hands-on as interim or fractional leadership until it’s shipping.
See the one-page capabilities summary →