Work

Global logistics franchisor: Taking a struggling platform rollout to 100% adoption

Challenge

A global logistics franchisor was rolling out a new SaaS platform to 100+ franchisees across North America, EMEA, and APAC. Earlier rollouts had struggled with adoption, and the company brought me in for six months to get this one right.

Approach

• Diagnosed the real problem. Corporate's plan assumed one standardized rollout. Discovery with regional operators and franchisees showed each region ran on its own tools, processes, and structure, so a one-size rollout would fail. I flagged the risk to leadership early and redesigned the plan before launch.
• Rebuilt the rollout region by region: a core model that scales, adapted to how each region actually works.
• Ran UAT across all three regions, resolving every critical issue before go-live.
• Built the enablement layer: an LMS, playbooks, and adoption dashboards franchisees could use on their own.

Result

• 100% franchisee adoption in 3 weeks, a week ahead of goal
• Every milestone delivered on schedule, with zero go-live disruptions
• A repeatable rollout playbook the company can run again

Nurse practitioner entrepreneurship startup: Turning a founder's vision into a validated program and business model

Challenge

A startup helping nurse practitioners, especially in rural and underserved communities, open their own practices had a curriculum framework and a big vision. It didn't have proof the content worked, or a clear picture of how its offerings fit together as a business. It needed both before launching its first full cohort and going to funders.

Approach

• Ran an 8-week discovery cohort of 12 clinical educators, instructional designers, and practicing NPs who stress-tested the curriculum module by module. I wrote the facilitator guides and revised session materials as feedback came in.
• Turned expert feedback into a revised curriculum, synthesizing each module's input into recommendations that shaped the final version of all 10 modules.
• Mapped the full program model, from a nurse's first continuing-education course to a practice-ownership credential. This gave the founder, funders, and university partners one shared picture of the business.
• Documented every session, so the program had a complete evidence base for its first funder report.

Result

• A 10-module curriculum validated by 12 experts
• A program model that connects four product levels into one business
• A funder-ready evidence base from day one
• Retained to lead Phase 2

Nomad Health: Growing a direct-to-hospital locums marketplace 9x

Track Record · Strategic Account Manager, Nomad Health · 2019–2020

Challenge

Nomad Health was testing a new model: a two-way digital marketplace that connected locum physicians with hospitals directly, with no agency in the middle. I joined to grow the locums division, a startup inside a startup. It had stalled at about $1M, with placement growth slowing and physician engagement dropping.

Approach

• Found the root cause in the data. I analyzed physician search behavior, placement rates, and market supply. Physicians were often searching in markets where we had no active contracts, so engagement broke down before a match was even possible.
• Proved the fix at small scale first. I ran manual matching experiments, pairing physicians with similar-scope jobs based on their search data. Submission and interview rates rose.
• Made the case to the C-suite. I built a data-backed business case and growth forecast, presented it at my first QBR, and partnered with Product to pilot AI-driven job matching.
• Fixed the client side too. When shift pickup fell at a ~$2M urgent care client, the cause was on the facility's side: inconsistent timecard approvals were delaying clinician pay. I standardized approvals with the client's clinic leaders, cutting approval time from 7–10 days to 2–3.

Result

• Locums division grew 9x, from $1M to $10M+
• Placements up 40%
• Clinician retention at the at-risk client rose from the low 60s to about 80%, and we kept the full account
• Job matching became a core product capability on the company roadmap

NuWest Group: Getting recruiters productive in half the time

Track Record · Director, then Senior Director, of Learning & Performance, NuWest Group · 2020–2024

Challenge

NuWest was scaling from a small agency into a $450M healthcare staffing firm. New recruiters and sales staff took six months to become productive. As volume grew, the CRM workflows they relied on were slowing submissions and the pipeline.

Approach

• Rebuilt onboarding and sales training around performance data. I created a centralized learning system with 30+ modules and 50+ SOPs, so every new hire ramped the same way.
• Led the $500K Salesforce CRM implementation for 300+ users across 10 departments. I mapped existing workflows, set baseline metrics, and interviewed sales, recruiting, and leadership to find the highest-friction steps. Then I partnered with Ops to simplify submission packets, automate repetitive steps, and standardize required fields.
• Sequenced for revenue first. I deliberately prioritized the front-end workflows closest to placements, knowing back-office processes like billing and receivables would need to scale behind them.
• Led people through the change. I coached directors across a 100+ person sales and delivery organization and drove adoption through data, coaching, and visibility rather than mandates.

Result

• Time-to-productivity cut from 6 months to 3
• Time-to-submission cut 50%, and recruiter productivity up 40%
• 90% CRM adoption in under 3 months against a 6-month goal, delivered 2 months early and $100K under budget