Customer Satisfaction

Larger customers needed tailored services and needs including specific cost outcomes in their SLAs

I convened a cross-functional coalition spanning People Operations, Legal, Clinical, Product, Design, Data Science, and Strategy, building stakeholder alignment before building solutions. Using a problem-framing methodology, I facilitated the group toward a shared north star:

"How might we optimize our provider network to enhance both business performance and provider satisfaction by 2024?"

Anchoring on both performance and satisfaction as dual KPIs was intentional. It ensured that cost-focused interventions didn't come at the expense of the clinician experience, a critical tension in this space.

From there, I developed dashboards and data visualizations to give teams real-time visibility into progress, enabling faster decision-making and stakeholder communication across leadership levels.

98% of clinicians meeting or exceeding performance management ratings after 6 months

This project sharpened my ability to work at the intersection of data, people, and systems. Leading without direct authority, driving alignment across clinical, legal, product, and executive stakeholders, required the same core skills I bring to design program management: translating ambiguous problems into structured frameworks, building trust across disciplines, and keeping teams oriented around shared outcomes even as conditions shifted.

The biggest lesson was knowing when to act on imperfect data rather than waiting for certainty. In a high-growth environment, the cost of delay often outweighed the cost of iteration.