Case Study 01
Enterprise Procurement Program Launch
The Challenge
A major procurement program needed to go from design to fully operational — fast. The timeline was aggressive, the stakeholder footprint was wide, and the infrastructure to support it didn't yet exist. There was no playbook. ELT visibility was required throughout.
My Approach
I built the operational foundation from the ground up — governance model, KPI reporting structure, readiness checklists, and cross-functional coordination across sales, operations, and finance. I ran ELT-facing updates, managed dependencies, and held teams accountable to the timeline while ensuring leadership had real-time visibility at every stage.
The Outcome
$219M in enrolled revenue within 60 days and 10,000 members rostered within 90 days of launch. The governance and reporting infrastructure built for this program became the model used going forward.
Skills Demonstrated
Case Study 02
Enterprise Sales Compensation Redesign
The Challenge
A full strategic redesign of the enterprise sales compensation structure was needed — affecting over 1,100 users across a national organization. The work required aligning finance, HR, sales leadership, and technology while managing a non-negotiable deployment timeline with ELT visibility throughout.
My Approach
I translated strategic compensation priorities into a structured nationwide deployment plan — mapping dependencies, sequencing workstreams, and keeping cross-functional teams coordinated. I owned the ELT-facing reporting cadence, built the change management and communication approach to support user readiness, and ran weekly accountability reviews to maintain momentum from design through deployment.
The Outcome
Full compensation redesign deployed on time across 1,100 users nationwide. No missed deadlines, no escalations. ELT had clear visibility throughout and teams were prepared at launch.
Skills Demonstrated
Case Study 03
Go-to-Market Strategy Redesign
The Challenge
The existing go-to-market model was no longer aligned to how the business was selling or serving customers nationwide. A full strategic redesign was needed — touching account realignment, sales workflow, and cross-functional coordination across multiple enterprise segments with ELT sponsorship and visibility required throughout.
My Approach
I owned the program infrastructure for the GTM redesign — building the workstream tracker, establishing the governance and ELT reporting cadence, and ensuring that strategic decisions were translated into executable plans for field and ops teams nationwide. I drove strategic planning sessions, surfaced risks before they escalated, and kept the work moving across competing priorities and a complex stakeholder landscape.
The Outcome
Improved sales strategy alignment, workflow efficiency, and execution discipline across enterprise segments nationwide. Account realignment completed and cross-functional adoption supported through structured change management.
Skills Demonstrated
Case Study 04
National Multi-Region Concurrent Launch
The Challenge
Eight multi-state regions needed to go live concurrently across a national customer footprint. Each region had its own dependencies, stakeholders, and readiness requirements — all running simultaneously with ELT visibility required and no room for any region to fall behind.
My Approach
I built a unified coordination framework that gave each region its own lane while maintaining ELT-facing reporting across all eight simultaneously. I drove strategic planning to sequence the work, defined accountability frameworks, and established readiness gates that kept every team honest about where they actually stood — not just where they hoped to be.
The Outcome
All 8 regions launched on schedule nationwide. Coordination held across matrixed teams, timelines stayed intact, and ELT and stakeholders remained aligned throughout.
Skills Demonstrated
Case Study 05
Distribution Center Build, Commissioning & Network Optimization
The Challenge
The distribution network required strategic restructuring — standing up new distribution centers while simultaneously decommissioning existing facilities based on network optimization needs. Running parallel to this, large health system customers needed to be onboarded into the new network structure without disruption to their supply chain or service levels. Each workstream had real estate, planning, operational, and workforce implications that had to be coordinated in lockstep.
My Approach
I led end-to-end planning and execution across the full lifecycle — from real estate site selection and facility build-out through commissioning, go-live, and decommissioning of legacy locations. Simultaneously, I managed the onboarding of large health system customers into the new distribution infrastructure, aligning clinical, supply chain, and logistics teams to ensure operational readiness at every transition point. Governance frameworks and milestone tracking kept leadership visibility intact throughout both workstreams.
The Outcome
New distribution centers built, commissioned, and operationalized on plan. Legacy facilities decommissioned in alignment with network strategy. Large health system customers onboarded successfully — supply chain continuity maintained throughout with no customer impact during transitions.
Skills Demonstrated
Case Study 06
Point-of-Care Logistics Program — Design, Develop & Deploy
The Challenge
A net-new point-of-care logistics program needed to be designed from scratch, developed into a fully operational model, and deployed across a national healthcare footprint — then sustained long-term with a team built to run it. There was no existing infrastructure, no playbook, and no precedent to follow.
My Approach
I led the full design-develop-deploy lifecycle. In design, I defined the operating model, workflows, and service delivery structure. In development, I built the program infrastructure — SOPs, governance tools, KPI dashboards, and reporting cadences. In deployment, I hired, trained, and onboarded a 20+ person team, stood up operational processes, and drove go-live across customer sites. Post-launch, I embedded sustainability through performance management, continuous improvement, and the change management needed to make the program hold — including innovations in biomarker kitting and dispatch tracking that drove measurable financial impact.
The Outcome
$1M+ in measurable program impact. A high-performing team built from the ground up, with the infrastructure, governance, and operating rhythms to sustain results across a five-year program lifecycle.
Skills Demonstrated