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 across a $15B+ Medicaid program. 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, I know what it takes to operationalize policy at scale, and I know how to solve problems in real time during that scaling.
Six years at NJ's Medicaid agency, including as Assistant Division Director for Business Intelligence.
Strengthened managed care oversight for a $15B+ Medicaid program through new performance monitoring tools, executive and operational dashboards, and new standardized reporting.
Created and served as Editor-in-Chief of the first NJ FamilyCare Annual Report and supported rapid course correction during a $5B MLTSS managed care rollout.
Secured $125M in federal HITECH funding after two prior submissions by others were rejected, identifying the root causes of prior failures and getting CMS approval within 60 days of resubmission.
Led a 130% expansion of the Medicaid and FIDE SNP geographic footprint by resolving state approval barriers that had blocked previous attempts.
That result came directly from having credibility on both sides of the regulatory relationship. Then the work shifted to holding all of it simultaneously: each line carries distinct regulatory dependencies, member populations, and operational pressures.
A change that works for one line can break another. That's what VP-level accountability across a $1.6B, five-line portfolio looks like 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.
Teams notice when a leader understands their work well enough to ask sharper questions. That trust is what makes it safe to surface what's actually broken, which is the only way to fix it before it compounds.
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:
In that environment, experience in a single line isn't enough. Policy decisions don't stay in their lane. They move through systems, claims, providers, and member experience in ways that only compound when something breaks.
I've operated inside that complexity already, accountable to regulators and responsible for multi-line program performance. I know where the pressure points are before they emerge. And I know how to close the gap between policy ambition and operational reality.