Selected
Work.
The short versions. You're busy.
The problem: 1,300 field employees, self-reported mileage, and fluctuating gas prices. The math was not in our favor.
What I did: Ran vendor evaluation and procurement for GPS tracking, coordinated rollout across field staff and finance, built the analytics layer that made savings visible to leadership.
Outcome: Mileage cost per patient per day dropped 25% after rollout. The system paid for itself within months.
The problem: Hospices grow through physician referrals, not ads. Marketing was a workflow problem.
What I did: Designed and shipped CCH Mobile — a HIPAA-compliant referral app, organized by diagnosis, so physicians could refer from their phone in minutes. Coordinated clinical, legal, and dev.
Outcome: Live on the App Store, adopted across a multi-state network. The best referral marketing was removing the friction.
The problem: Procurement ran on relationships and memory. This works until it doesn't.
What I did: Audited end-to-end, renegotiated vendor contracts, added QA checkpoints, wrote the manuals.
Outcome: Global procurement standardized; US revenue up 25%. The manuals outlasted me. That was the point.
The problem: Telemedicine — a category where Google restricts most of the ads you'd want to run.
What I did: Ran the full digital operation: 40+ item technical SEO audit, Google Ads within healthcare restrictions, backlink outreach to genuinely adjacent companies.
Outcome: 1K+ referring domains, 19.3K backlinks. Organic became the strongest channel; acquisition costs came down.
The problem: Films need an LLC, operating agreements, contracts, and a budget spent carefully. Directors would rather be directing.
What I did: Entity formation, operating agreements, and contract coordination for What Josiah Saw; production operations and Google Ads for both films.
Outcome: Two festival selections, one award. Someone has to do the paperwork behind the nightmares.