Expert Details
Enterprise SaaS, Customer Success & Operations
ID: 739019
Massachusetts, USA
Expert is currently the Head of Client Services for an enterprise SaaS automation platform that integrates into major EHRs to power health system workflows: intake, scheduling, referrals, authorizations and population health management. Prior, he was at PatientPing (acquired by Appriss Health), an enterprise SaaS healthcare start-up connecting 7000 providers and risk-bearing entities and 20,000 care managers across 49 states – health systems, ACOs, health plans, at-home and post-acute care, specialty & advanced primary care. Here, he led Operations through 10x growth in 3 years and expanded the impact of its national care coordination network from enablement technology into closed loop referrals to ensure patients get care. He previously led Operations at Quickplay Media (acquired by AT&T), and was a leader in McKinsey's High-tech, Sales and Operations Practices, where he co-founded McKinsey SaaS Solutions and led 78 transformations at global PE-owned and Fortune 500 high-tech, industrial, financial services, and healthcare companies.
Education
| Year | Degree | Subject | Institution |
|---|---|---|---|
| Year: 2005 | Degree: MS | Subject: Engineering | Institution: Massachusetts Institute of Technology |
| Year: 2001 | Degree: BS | Subject: Engineering | Institution: Rutgers University |
Work History
| Years | Employer | Title | Department |
|---|---|---|---|
| Years: 2021 to Present | Employer: Undisclosed | Title: Head of Client Services | Department: Client Services |
Responsibilities:Company is an enterprise SaaS automation platform that integrates into major EHRs to power health system workflows: intake, scheduling, referrals, authorizations and population health management. Accountable for:● Partnership Delivery: platform implementation and customer success ● Product Delivery: integration with various EHRs (Epic, Cerner, eCW, athena, MEDITECH) ● Platform Configuration: technical configuration of automation platform (scenarios, forms, branching logic) ● Product Success: patient & provider training and adoption, KPI dashboards & reporting ● Quality Assurance: monitoring automation platform availability |
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| Years | Employer | Title | Department |
| Years: 2017 to 2021 | Employer: PatientPing (now Bamboo Health) | Title: VP of Operations | Department: Operations |
Responsibilities:Enterprise SaaS healthcare start-up connecting 7000 providers and risk-bearing entities and 20,000 care managers across 49 states – health systems, ACOs, health plans, at-home and post-acute care, specialty & advanced primary care. Applications & services enabling real-time care coordination & patient engagement. Accountable for:● Professional Services: commercialized customer implementation and optimization services ● Regional Management: market growth strategy, P&L management, community engagement ● Integrations: HL7 data feeds from hospitals and post-acute, API interfaces, attribution file processing, data quality ● User Success: end-to-end user lifecycle management – account setup, training, engagement, product deploys, support ● Customer Success: usage and ROI analytics, renewals and account management ● Managed Services: performance-based care management services, clinical workflow design ● Regulatory & Policy: value-based care payment models, BPCI-A, ACO, Direct Contracting, CMS regulations |
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| Years | Employer | Title | Department |
| Years: 2006 to 2014 | Employer: McKinsey & Company | Title: Associate Principal | Department: |
Responsibilities:Global management consulting firm of 10,000 professionals across 108 offices with externally reported revenues of $7B.Roles: Alumni Consultant, 2016-Present; Boston Associate Principal, 2011-2015; Amsterdam, Boston Engagement Manager, 2008-2011; Shanghai, Tokyo, Taipei, Hong Kong, Boston Associate, 2007-2008; New York Business Analyst, 2006-2007; Boston Leadership: ● Business-building: co-founded SaaS Solutions to optimize call center/customer care/field service operations design & performance; pilot customer in 2008 and now supports 200+ customers, grew to ~$50M revenue through recruiting 60 global experts, product, engineers; partnership & M&A of third-party IT; led in-house software development ● People leadership: responsible for managing and developing ~20 consultants across various tenures including regular performance dialogues during projects, formal performance reviews and compensation/advancement discussions ● Key account management: lead relationship across four enterprise customers (~$15M revenue), influencing corporate strategy; executive coaching; selling professional services, RFP response, negotiating fees and project leadership ● Select business impact – cross-functional experience leading large teams through 12+ month performance transformations from program design through implementation Strategy and Go-to-Market: ● Technology managed services, US – Go-to-market strategy – increased addressable market by 30% by resolving high priority adjacencies, determining growth drivers and using Quid analytics ● Telecom, NA – Go-to-market strategy – yielded 10% higher growth vs. plan by reallocating selling and R&D resources towards most attractive granular product/vertical markets ● Industrial goods, US – Pricing – drove 12% ROS by shifting from cost-plus to value-based pricing across six businesses and introducing project quoting policies and leakage governance ● Technology services, US – Pricing – delivered $40M EBIT lift (6% ROS) in 5 months thru two-pronged pricing approach: micro-market target pricing for quoted jobs and account-level contract reviews Core Operations: ● Healthcare managed services, Global – Service operations – delivered 20% lower cost, 10% higher SLAs, and 10% lower parts usage through new remote support and field service delivery model with tech-enabled operations: up-streaming, remote diagnostics and dynamic dispatching using Click Software ● Technology managed services, US – M&A – identified $180M in synergies ($50M above deal target) and led integration PMO for largest acquisition made by parent (50% of its size) ● Telecom, South America – Service operations – delivered 20% demand reduction, 100% SLAs, and 10% cost reduction, and 15% higher first-time resolution rate through redesign of remote technical support center ● Telecom, NA – Service operations – achieved 100% SLAs and reduced field delivery costs by 20% by redefining service catalog, establishing standard work and SOPs, implementing lean principles and shifting mix of work / creating role clarity among front-line ● Investment banking, US – Service operations – identified 15% capacity improvement across trade processing & support, clearing & settlement and account management by applying lean service operations principles to cash securities back office |
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