Healthcare strategy
AI + operating leadership
SELECTED WORK / 01 / Atlantic Dialysis Management Services
Connect physician trust, institutional access, payer coordination, admissions, and facility capacity across a 13-facility kidney-care network.
Vice President, Growth & Population Health · 2024–2025
THE CONSTRAINT
A regional network needed both a broader referral base and a more dependable path from referral to treatment. Commercial relationships alone could not resolve documentation, payer, capacity, and handoff friction.
01 / BROADEN ACCESS
Expanded access has to be understood alongside concentration and referral quality. The source reports these changes together without assigning a controlled causal effect.
REPORTED REFERRAL CONCENTRATION
The concentration denominator and measurement dates are not supplied. No intermediate observations are invented.
02 / MAKE THE HANDOFF EXECUTABLE
Documentation, payer coordination, clinical acceptance, and facility readiness entered the same operating cadence.
Reported changes across the operating system. Acceptance improvement is not an acceptance rate. No numeric lift is attributed to an individual handoff.
03 / CONNECT GROWTH TO TREATMENT
The operating record connects the scale of the network, time to treatment, and annualized referral economics.
Facility markers show count only, not geography or utilization. Revenue is self-reported annualized referral economics, not separately audited incremental revenue. The time change is not a final treatment duration.
04 / EXTEND THE OPERATING PERIMETER
The work extended beyond referral development into testing-access collaboration and the operating response to a payment transition already described in the source.
REPORTED COLLABORATION
Patients in the testing-access scope for kidneyintelX.dkd
REPORTED READINESS WORK
Sourcing, billing, and patient access coordinated around the 2025 oral-only phosphate-binder payment transition.
Testing access is not a count of completed tests or a measured clinical benefit. No quantified outcome is supplied for the readiness work.
A reconstructed executive exhibit of the handoffs behind the operating record—not an original employer dashboard.
WHAT I BUILT
Expanded 40+ physician relationships and 15+ institutional and community channels.
Made documentation readiness, payer coordination, clinical acceptance, and facility capacity part of the same operating cadence.
Originated a Renalytix / NYKHM collaboration to expand kidneyintelX.dkd testing access to 2,000+ patients.
Coordinated network readiness for the 2025 oral-only phosphate-binder payment transition across sourcing, billing, and patient access.
REPORTED OPERATING OUTCOMES
THE EXECUTIVE DECISION
CEO question
What system did this work make more launchable, fundable, or scalable?
Operating answer
In complex care categories, growth happens when referral, intake, payer logic, and field relationships are engineered as one system.
Proof to inspect
Annualized referral revenue, multi-site cadence, cycle-time compression, acceptance quality, and faster intake-to-treatment matter because they show a full handoff system improving, not one isolated sales outcome.
Revenue is the annualized referral-revenue engine described in the résumé, not a separately audited incremental-revenue measure. The network model is illustrative; intermediate slider values are not historical observations.
Read the source résumé