WHAT I BUILD
Operating Cadence
The operating system your platform runs on, and every growth lever reports through.
For PE-backed healthcare platforms post-close where the company has outgrown the way the founder built it.
What’s actually going on
You closed. The board is watching, and the leadership team is capable and working hard. But no one can see what’s working week to week. The board pack takes two weeks of someone’s time to produce and still leaves the sponsor with questions. KPIs live in scattered spreadsheets that don’t reconcile. A new operating partner started asking questions the team can’t answer in real time.
The platform has a strong clinical reputation, loyal patients, and committed providers. What it doesn't have is the base underneath all of it: one place where leadership can see what's happening, plan against it, and run the business without the CEO in every meeting.
Until that base exists, every growth move you make is a move you can't measure. You can chase volume, fix payer rates, open a new market, or bring on the next add-on, but if there's nothing to run the work on and nothing to report it through, the gains stay invisible and the board stays uneasy.
What this is
This is the base. Not a project alongside your growth work. The thing your growth work runs on.
It is the operating system every other lever depends on: enterprise KPIs across clinical, operational, and financial dimensions, planning cadence aligned to board expectations, governance that holds as the platform scales, accountability the team can actually feel, measured by what moved rather than just how much was done, and board reporting that gives you a credible story to tell. On a multi-site platform, that scorecard is concrete: patient access and intake conversion, provider capacity and utilization, workforce stability, revenue cycle, margin, and performance broken out by site. One reconciled view, not the scattered spreadsheets that never quite agree. Build it once and it becomes the foundation for every subsequent build. The commercial work, the payer work, the add-on work all run on it and report through it.
How I help
I come in as the senior operator embedded inside your leadership team and build the operating layer with them. Operating model and decision rights. KPI design across clinical, operational, and financial dimensions. Planning cadence aligned to board expectations. Governance that holds as the platform scales. Board reporting that gives you a credible story to tell and keeps the board’s confidence.
The cadence is built by running it. This build doesn't happen in a conference room next to the business. We install the cadence by running it together, review by review, until it's how your team operates without me.
How we’d actually work
Two to three days a week, embedded inside the leadership team. Always with a scheduled end and a real handoff to your CFO, COO, and department heads. Your team runs the cadence with me before I leave. The operating cadence runs without me.
I don't show up with a pre-built scope. Every engagement starts with the Value Lever Diagnostic, this one included. The base isn't a lever to size; it's what every lever runs on. So the diagnostic here baselines how the company is run: I sit in your leadership meetings, talk to the people doing the work, and look at how the numbers actually get produced. What comes back is an honest read on what the operating layer can carry today and what it can't yet, the build that closes the gap, with what investment and timeline, and the lever it unlocks first. If I'm not the right person for the build, I'll tell you and point you somewhere useful.
When this tends to be the right call
A few moments where this work shows up:
• The platform just closed and the sponsor or operating partner is asking what the 100-day plan looks like in practice.
• The board pack is a recurring nightmare and the leadership team is burning out producing reports rather than running the business.
• The CFO stitches the monthly numbers together by hand from three systems that don’t agree.
• Strategy lives in the CEO’s head, and there’s no forum where leadership and investors look at the same information.
• Early numbers are soft and no one can say whether it’s the market or the operating discipline.
• Initiatives stall between functions, and there’s no forum where the tradeoffs get decided and the owner gets named.
• The leadership team has talent and will, and what’s missing is the infrastructure underneath them.
Where is the platform stuck?
Just closed, or a board meeting where the answers were thin? Tell me where the platform is stuck.
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