Every engagement starts with the systems you already own and ends with a decision your board can approve, priced in margin, labor cost and risk.
01 — EDUCATION
Executive Agentic Literacy
Briefings for the C-suite and the board: what agents are, what they will change in your next three budget cycles, and what that means for operating margin, labor cost, denial rate and risk posture. No vendor pitch, no jargon.
The history of transitions. Every session opens with a walk through the disruptions that came before — electrification, mainframe to PC, the internet, the EHR and cloud eras — what each did to the organizations living through it, who adapted, who didn't, and why. Agentic AI makes more sense once you can see where it sits in that lineage.
Board and C-suite briefings
Clinical chair and physician-executive sessions
Keynotes for boards, trustees and executive forums
02 — INTEGRATION
Legacy Systems Integration Roadmap
A board-ready map of where agents belong across your EHR, ERP, supply chain, revenue cycle and compliance, sequenced by margin impact, risk and readiness, with an ROI model your CFO can underwrite and a plan that clears procurement and IT security.
An integration partner when you need one. When the scope calls for it, I deliver the roadmap with an IT integration partner experienced in connecting legacy systems. Both healthcare and non-healthcare engagements are insured.
Current-state systems and data assessment
Use-case prioritization and ROI model
12–24 month phased roadmap
03 — OPERATIONS
Agentic Operations Advisory
A retained advisor at the executive table for your first agent program: who is accountable, which vendors earn the contract, and the metrics (denial rate, cost to collect, labor cost per unit of service, days cash on hand) that tell you and your board whether it is paying off.
On governance and risk, a plain word. Agentic AI is largely unregulated today, the vendor field changes monthly, and no one can promise a foolproof framework. I weigh federal and state activity, payer rules and what peer systems are doing, add what nearly 20 years of running operations has taught me, and give you a recommendation you can defend to your board and audit committee. Judgment, not guarantees.
Governance and risk posture: landscape and recommendations for the board
Vendor and platform evaluation
Standing advisory session with the executive sponsor
04 — PILOTS
Pilot Design & Oversight
A 90-day pilot in one function, with success criteria your CFO signs off on before day one and a scale-or-stop decision at day 90. In healthcare that might be prior authorization, denials, scheduling or supply chain.
Example: administrative labor cost. My model puts 40 to 60 percent of routine administrative hours (triage, routine replies, follow-ups, scheduling, copy-paste between systems) on agents. Illustratively, the hours returned are multiplied across every email-heavy role in the organization: capacity you can redeploy to revenue-producing work or hold against open requisitions.
Pilot charter and success metrics
Weekly steering with your executive sponsor
Scale-or-stop recommendation
Insured, registered, and ready for your vendor process: Technology E&O and cyber liability insurance, with a certificate of insurance on request.