Connect the workflow
Architected a Growth OS across HubSpot Enterprise, NexHealth, DrChrono, Power BI, and claims analytics.
SELECTED WORK / 04 / Mindful Care
Growth has to fit the capacity to deliver care.
Connect acquisition, clinician supply, referral development, payer coverage, intake, scheduling, and outcomes across a behavioral-health platform.
Director, Business Development & Marketing · 2025–2026
- clinicians activated
- 1,200+
- CAC reduction
- 18%
- qualified pipeline
- $420K
THE CONSTRAINT
Can growth improve access without creating a new capacity bottleneck?
Acquisition and referral activity needed to work with the clinical schedule, reimbursable cohorts, and available service lines. A disconnected funnel could generate demand without a dependable patient pathway.
Behavioral-health growth loop
A reconstructed executive exhibit connecting demand generation to service-line capacity and patient progression.
- 01Referral + acquisition
- 02Payer + service fit
- 03Intake + assignment
- 04Clinical capacity
- 05Encounter + outcomes
Review conversion, access, economic value, and exceptions → adjust the next operating decision.
WHAT I BUILT
Reduce intake friction
Designed first-contact SLAs, intelligent assignment, booking, no-show prevention, and partner reactivation.
Align demand and supply
Tied referral and acquisition priorities to clinician capacity, geography, payer coverage, and service-line economics.
Make performance visible
Designed executive intelligence for drop-off risk, capacity forecasting, marketing ROI, and human-reviewed decisions.
REPORTED OPERATING OUTCOMES
What changed.
- Expanded geographic coverage 25%.
- Reported patient lifetime value increasing 3.2x.
- Commercialization covered MicroTherapy, group therapy, psychiatry, ADHD, TMS, and digital care.
THE EXECUTIVE DECISION
Executive decision brief
CEO question
What system did this work make more launchable, fundable, or scalable?
Operating answer
RevOps should not be a CRM cleanup project. It should be the commercial nervous system connecting supply, demand, reimbursement, and expansion.
Proof to inspect
Clinician supply expansion, coverage expansion, acquisition quality, qualified pipeline governance, and cohort discipline matter as a system because they show supply, demand, RevOps, and economics improving together.
Scope & source
Pipeline is qualified opportunity, not booked revenue. The diagrams reconstruct the operating approach; they are not screenshots from employer systems.
Read the source résumé