Principal Product Manager with a decade in healthtech — most recently building products inside tech-enabled care delivery companies, where the roadmap is directly accountable to staffing, cost, and service delivery.
I'm driven by bringing order to chaos — streamlining workflows for clinical, administrative, and operational staff to improve patient and business outcomes. I work close to the ground — sitting with clinicians and operators, mapping where processes break down — while owning the domain-level strategy that ties each fix back to a roadmap. I work alongside engineering instead of just handing off a spec.
I've done this from a Series A startup to a $500M acquisition, and I take pride in speaking the right language for the room — big-picture strategy for leadership, granular detail for the team in the weeds, and clear, practical language for the end users living with the workflow every day.
Obsess over the problem, not the proposed feature.
Map the metrics before you map the plan.
The roadmap is a hypothesis, not a promise.
Replacing a manual, spreadsheet-and-report triage process with an automated, risk-ranked worklist, lifting 7-day follow-up completion from 39% to 52%.
Making clinical assessments a self-service patient portal experience, cutting Medical Assistant time on nearly half of all intake appointments.
Delivering a series of connected feature releases to move more patients from referral through a completed appointment.
Redesigning how often patients are seen — replacing a single, psychiatry-only phasing system with a data-backed cadence model spanning Psychiatry, Psychotherapy, and Care Management.
Diagnosing a multi-year decline in a call center's contract performance, and rebuilding it around staffing, data quality, and outreach strategy.
Automating a manual, Slack-and-spreadsheet process for acquiring hospital discharge summaries, cutting patient visit unit costs by over 5%.
Healthcare roadmaps often fail when they're strictly feature ask-driven instead of domain-driven. I've refined a repeatable process behind every domain I've led to keep priorities grounded in what actually matters clinically, operationally, and financially.
Dig into the relevant OKRs and KPIs for the domain, and the timeline for reaching them. Understand the critical inputs and the north star, then decide where product and tech is the real lever.
Use data to find the biggest deltas within the KPIs.
Talk to the people closest to the problem, and shadow the workflow directly where it's useful.
Start from what you believe before you start scoping what to build.
Each idea has to tie directly to an OKR or KPI and have a clear problem it's solving. Be explicit about what's deliberately deprioritized and why.
Scores alone don't dictate prioritization — especially when weighing a constrained engineering team against multiple KPIs that all need to move. Real prioritization leans on judgment, reviewed on a regular cadence with stakeholders & leadership, and then revisited as you ship, learn, and priorities shift.
The real plan behind a 2022 initiative to cut per-patient service cost — process research, a prioritization framework, and a quarter-by-quarter execution plan. PDF, 30 slides.