The titles changed because the problems became larger. The through-line is learning how people, customers, economics, systems and technology interact.
The career story is not a sequence of titles. It is an expanding operating lens across people, customers, economics, growth and transformation.
Early healthcare exposure in New Orleans, pre-med studies, orthotics and prosthetics internships, exercise physiology, pain-management and rehabilitation leadership, collegiate athletics, adjunct teaching and national continuing-education instruction built a foundation in clinical literacy, performance and translating complexity into action.
Johnson & Johnson Health Care Systems and Concentra/Humana expanded the lens into enterprise programs, implementation, customer leadership and national operating environments.
Leadership across LA Fitness and Gold’s Gym added multi-location sales, marketing, talent, customer experience and P&L responsibility—including a $40M multi-site operating scope.
At Marathon Health, multi-state customer and healthcare operations connected executive account governance, service recovery, data, clinical execution and retention—protecting a strategic $3M renewal while maintaining 98% client satisfaction.
As a managing partner and franchise owner, end-to-end responsibility included P&L, EBITDA, marketing, staffing, acquisition and customer experience. COVID forced rapid digital delivery, CRM discipline, dashboards and operating-model redesign.
The Inline Group, Anelto and CCS Health expanded the work into enterprise contracting, commercialization, Customer Success, product-market translation and board-level growth strategy.
At Omada Health, enterprise growth across direct employer, consultant, broker and health-plan channels produced 70+ contracts, 116% first-year quota attainment and 150% regional market-share growth.
At Hello Heart and Cleo, national leadership expanded into division P&L, talent strategy, forecasting, pipeline governance, executive deal strategy, consultant relations, market intelligence and CEO-level growth decisions.
The through-line now connects growth, operations, people, customer economics and AI-enabled transformation—using technology to increase organizational capacity rather than treating it as the strategy.