Fifteen years ago I started on the state side of Medicaid managed care, building data infrastructure, increasing public transparency, and holding health plans accountable for performance. Then I crossed over and ran a $1.6B government programs operation at a New Jersey health plan, explaining to regulators why timelines that look simple on paper are anything but simple in production. That experience on both sides of the relationship is what I bring to every problem: I understand what regulators actually measure and I know what it takes to operationalize policy at scale.
Six years at NJ's Medicaid agency, including as Assistant Division Director for Business Intelligence.
Strengthened managed care oversight through performance monitoring, executive dashboards, and standardized reporting to support accountability for a large, complex Medicaid program.
Led production of the NJ FamilyCare Annual Report to expand transparency into program performance and supported rapid course correction during MLTSS implementation.
Each line of business carries distinct regulatory relationships, member populations, and operational dependencies. A change that works for one line can break another.
The work is holding all of it simultaneously, knowing which line is under pressure, which relationship needs attention, and which breakdown surfaces next if it goes unresolved.
I have done that across all five lines at once, at VP level, in a tightly regulated market where the state was watching.
Each function speaks its own dialect: finance in variances, compliance in clauses, IT in dependencies, operations in constraints.
The work is translating across those dialects, turning fragmented priorities into a shared plan every function can execute against.
I lead by staying close enough to know where friction is building, when to accelerate, when to escalate, and when to get the right people in the room.
Policy and operations rarely move at the same speed in government health programs. A regulatory change that takes weeks, or even days, to finalize can take months to operationalize, touching systems configuration, provider notification, member communication, and claims logic in sequence, not simultaneously. I've worked both sides of that gap. I know what it costs when it doesn't close.
Most executives have depth in one or two lines of business. Having managed Medicaid, Medicare Advantage, FIDE SNP, long term care, and ACA/Exchange operations, I'm not learning a new program while trying to manage it. I'm already fluent across all of them.
The policy environment of 2026 is creating simultaneous pressure across every one of those lines at once:
And CMS is requiring plans and states to move toward fully integrated Medicare-Medicaid models. That's not a future state for me. It's where I've already operated. The moment calls for someone who has operated across all of it, on both sides of the relationship. I have.