EXECUTIVE PROFILE / NEW YORK
My perspective combines founder P&L ownership with growth leadership inside healthcare delivery. I connect market structure, payer economics, distribution and organizational capacity to the decisions that make expansion durable.
AZIS RAFAEL DABAS / EXECUTIVE SCOPE
I am Azis Rafael Dabas, a healthcare executive, founder and strategic growth advisor based in New York. My operating record spans specialty pharmacy, kidney-care networks, multispecialty claims intelligence and behavioral-health growth. I connect enterprise strategy and P&L ownership with payer-provider partnerships, market expansion and care capacity. Through Maison Dabas Consulting, I develop commercialization plans, financial models and operating designs. In my writing, I examine where a healthcare thesis creates value, which institution can capture it, and what must change operationally for the investment to work.
My operating cases document reported experience; my blueprints present proposed strategy designs. My articles develop independent arguments from attributed research. The supporting work below makes that distinction visible across each area of my practice.
Read the complete 102-article archiveOperating experience + original analysis
My founder P&L responsibilities connected market choice to purchasing, inventory, staffing, reimbursement and working capital. I apply that discipline to capital allocation: identifying the commitment an opportunity requires, the downside it creates and the evidence needed before making it permanent.
Operating experience + original analysis
I assess market expansion through addressable demand, purchasing authority and the capacity to serve. Segmentation and referral development matter when they produce business the organization can deliver at acceptable contribution, implementation cost and cash requirements.
Operating experience + original analysis
My pharmacy experience includes Medicare Part D, Medicaid managed care, commercial PBM and PSAO relationships. I examine a partnership from both sides of the contract: how coverage and payment affect access, which party funds the enabling work, and whether the distribution of value can sustain delivery.
Operating experience + original strategy design
My kidney-network and multispecialty work connects referral demand to intake, facility readiness and service-line priorities. In my regional-network blueprint, I extend that analysis to population accountability: which entity owns a care gap, how performance is evidenced, and how resources move when the network cannot deliver.
Operating experience + original research analysis
I have owned the operating decisions behind a specialty-pharmacy business, including payer access, purchasing, dispensing automation, patient service and financial control. My therapeutics analysis follows the same economic chain from acquisition and reimbursement to patient access, persistence and the cost of unresolved exceptions.
Operating experience + original research analysis
My kidney-care experience grounds my analysis of access, admissions and treatment capacity. I examine prevention and chronic-care investment through the relevant time horizon, delivery burden and distribution of benefit, keeping clinical evidence separate from the institution’s near-term financial return.
Operating experience + original research analysis
My behavioral-health growth work connects clinician supply, payer coverage, acquisition, intake and scheduling. I assess expansion against the capacity required to sustain care after enrollment, including the financial consequences of unused appointments, delayed treatment and unbalanced service-line demand.
Original strategy design + research analysis
In my proposed whole-care architecture, social support is a service that needs capacity, funding and accountability. My nutrition and population-health analyses distinguish offering a benefit from delivering an intervention, then examine whether the contract funds the work and reaches the intended population.
Operating experience + original analysis
I use claims intelligence to translate utilization, geography and provider behavior into service-line priorities and field decisions. My analysis of interoperability and quality measurement asks whether the data is sufficiently complete, attributable and timely to support the decision or financial obligation attached to it.
Operating designs + original analysis
I evaluate automation through the operating change it makes possible and the total cost of maintaining it. Across revenue cycle, payment integrity and clinical workflows, my analysis follows the path from task performance to review burden, usable capacity and value the purchaser can actually retain.
Proposed frameworks + research analysis
My 16-domain whole-care framework examines the dependencies among clinical services, pharmacy, behavioral health, social support and financing. My sensing analyses distinguish a measured signal from a confirmed need, then test whether interpretation and response capacity justify adding that signal to care.
Original research analysis + proposed architectures
My research spans oncology, precision diagnostics, dementia, acute and post-acute care, rural health, and women’s and family care. I examine the institutional choice within each setting: what to finance, where responsibility should sit and what evidence supports expansion. These are research analyses and proposed architectures, distinguished from my operating history.
THE MANDATE
I connect growth, partnerships, and operating strategy—from the market thesis to the daily decisions that make it deliver.
Relevant mandates include market expansion, provider networks, payer-provider partnerships, commercial transformation, and healthcare platform leadership. Select advisory work is handled separately through Maison Dabas Consulting.
OPERATING RECORD
Director, Business Development & Marketing
My work connects acquisition and referral development with clinician supply, payer coverage, intake, scheduling and outcomes across a behavioral-health platform.
Business Account Executive
I translated claims, utilization, geography and provider behavior into named accounts, referral corridors and service-line priorities, informed by payer economics.
Vice President, Growth & Population Health
I connected physician relationships, institutional access, payer coordination and admissions with facility capacity across a 13-facility kidney-care network.
Co-Founder & Chief Operating Officer
As co-founder and COO, I owned the economics, staffing, payer access, compliance, technology and patient-service model of a specialty-pharmacy platform, from formation through divestiture.
Principal & Strategic Growth Advisor · independent, part-time
I develop executive decision materials, commercialization plans, financial models, population-health strategies and AI-enabled operating designs through my independent advisory practice.
EDUCATION + TOOLS
MBA; MS, Big Data and Business Intelligence — Universidad Isabel I, 2025.
Stanford LEAD Executive Education, 2025. Business Administration coursework — New York University, 2019–2023.
Databricks, SQL, Python, Power BI, Tableau, claims analytics, HubSpot, Salesforce Health Cloud, and healthcare interoperability workflows.
Titles, dates, and education on this page follow the September 12, 2026 executive résumé. Functional scope is described separately from the employment title.
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