About
I Build AI-Powered Healthcare Systems that Connect Growth, Data, and Operations.
My experience spans healthcare operations, growth and marketing, technology, analytics, and AI development. I've learned to work across those disciplines because the problems I was responsible for solving rarely stayed inside just one of them.
Healthcare Growth | AI Development | Patient Acquisition & Attribution | CRM & Lifecycle | Marketing Analytics | Healthcare Operations
Solve for X
The hardest part of solving a business problem is often figuring out what to solve for.
That lesson took me years to learn. My career has crossed marketing, healthcare operations, technology, CRM, analytics, and now AI because the problems I was trying to solve kept crossing those boundaries too. What looked like a marketing problem might actually begin in admissions. What looked like a sales problem might originate in advertising. What appeared to be a technology problem might really be a workflow or measurement problem.
Behavioral healthcare made this impossible to ignore. Marketing taught me how to generate and measure demand, but as an owner and operator, I couldn't stop when an inquiry became someone else's responsibility. That inquiry still had to move through financial qualification, admission, treatment, discharge, and the economics of running the organization. Optimizing one part of that journey meant very little if another part was constraining the outcome.
Over time, I learned to look for the variable that mattered most. In one healthcare engagement, deteriorating performance was widely believed to be a downstream sales problem. After working through the data and the business with leadership, the question became much clearer: What should we actually solve for? That investigation ultimately led upstream to acquisition quality and advertising allocation. I identified approximately $100,000 per month in inefficient advertising spend that could be eliminated while maintaining admissions.
That same instinct is what led me deeper into CRM, healthcare information systems, attribution, workflow design, analytics, and eventually AI. Each gave me another way to connect evidence across parts of the organization that are usually examined separately. Today, I think of the process simply: understand the outcome, follow the evidence, find the variable that matters, and solve for X.
Experience Across the System
Healthcare Operations
I've worked inside behavioral healthcare as both an owner and operator, with responsibility extending across the patient journey from acquisition and intake through treatment, discharge, and aftercare planning. That experience taught me to see growth decisions in the context of clinical operations, financial realities, regulatory requirements, people, and the systems connecting them.
Growth & Marketing
My background in growth spans paid acquisition, search marketing, attribution, lifecycle engagement, referral development, CRM, and conversion strategy. That work has taught me to connect marketing performance to the larger operational and financial outcomes the organization is trying to achieve.
Systems & Technology
I've implemented and worked across CRM, EMR/EHR, call tracking, marketing technology, automation, and web systems. I became increasingly involved in technology because solving operational and growth problems often required connecting systems that had been designed to serve individual departments rather than the organization as a whole.
Decision Intelligence
I'm developing a repeatable approach to healthcare technology: identify consequential problems across organizational boundaries, determine the outcome that matters, build practical solutions with AI and analytics, and evaluate whether they actually work. The HEOS Evidence Engine is the first demonstration of that approach, with additional healthcare applications to follow.
I apply AI, analytics, and emerging technology to consequential healthcare problems where better systems can improve how organizations operate, grow, and make decisions.
I solve for the organization, not the silo.
A problem may surface in marketing, admissions, operations, technology, or revenue without originating there. I start by establishing what the organization is actually trying to accomplish, then examine the system surrounding the problem, develop a plan around the evidence, execute it, and evaluate whether it improved the outcome that mattered in the first place.
Where I'm Focused
I'm focused on healthcare leadership at the intersection of growth, technology, analytics, AI, and responsible innovation.
I'm especially interested in helping healthcare organizations grow while protecting what makes that growth sustainable: patient trust, sensitive information, regulatory integrity, and the organization itself. That means improving how organizations acquire and engage patients, connect marketing investment to business outcomes, modernize the systems supporting growth, and apply AI to meaningful operational problems.
In highly regulated industries, I believe growth and protection belong in the same strategy. The systems I'm developing reflect that approach, from operational intelligence and guardrailed healthcare communication to privacy-conscious marketing infrastructure and better attribution.
Professional Proof
- AI Summary (opens in a new tab) A one-page overview: Connecting Healthcare Evidence to Better Decisions (PDF).
- The Connection Problem (opens in a new tab) The 14-page executive whitepaper on what was built, tested, found, and learned (PDF).
- LinkedIn (opens in a new tab) Professional history, experience, and current work.
- GitHub (opens in a new tab) Code, documentation, and methodology behind my healthcare AI projects.
Solving Problems That Matter
I'm interested in healthcare organizations tackling consequential problems where growth, technology, analytics, AI, and organizational responsibility intersect.
In highly regulated environments, the strongest solutions need to do more than improve performance. They should help the organization grow while protecting the patients, information, trust, and regulatory integrity that make that growth sustainable.
If your organization is working through problems like these, I'd welcome the conversation.