Operating problems I was handed, what I did, and what came of it. Names and specifics are abstracted to protect the businesses involved; the substance is intact.
A family-owned clinic group needed more provider capacity, but asking physicians to take larger patient panels is fraught. I reframed it as a problem clinicians could say yes to — the math, the schedule, and their own incentives at once.
A fast-growing, founder-led manufacturer was making major decisions faster than it could check them. I caught an ERP go-live that wasn't ready, documented the criteria for big-dollar calls, and learned what to screen for before trusting a turnaround to a culture.
A healthcare data-operations team ran on a weekly status process that quietly hid slipping dates. I replaced it with a system that forecast them — and automated most of my own week building it.