COACHELLAI lead Business Solutions and the Strategic Implementation Office for Kaiser Permanente Care at Home across Southern California and Hawaii. My work is about making complex change usable: finding the real operational problem, building a workable system around it, and making sure it survives the handoff from project to everyday work.
At Epic and Spectrum Brands, I worked in hospital billing, implementation, analytics, and IT audit. I learned how systems are configured, how money and information move through them, and how small design decisions can create very large operational consequences.
At Kaiser Permanente, I moved from enterprise implementation and revenue-cycle work into agency operations and regional program leadership. I founded Care at Home's first Program Management Office and learned that a technically correct solution still fails when ownership, workflows, communication, or follow-through are weak.
I lead Business Solutions and the Strategic Implementation Office across Southern California and Hawaii. My team supports more than 1,600 clinicians across 10 home health and hospice agencies. We work across operations, technology, governance, and implementation because lasting change usually depends on all four.
Led the Care at Home work needed to move several EHR environments into one California instance. At the same time, I helped establish the division's first PMO and Technology Office.
Built Polaris so the team could manage projects, risks, decisions, and reporting in one place instead of rebuilding the same picture for every meeting.
Built a mileage decision-support application that shifted review from 8 operations managers covering 1,439 clinicians to 64 frontline supervisors, improving the clinician-to-reviewer ratio from about 180:1 to 22:1.
Led work that increased median scheduling lead time from 1 to 4 days, raised visits scheduled at least 48 hours ahead from 34% to 74%, and reduced same-day scheduling from 33% to 9%.
I keep coming back to the same question: why do good changes fall apart after implementation? I'm interested in what gets lost during handoffs, what helps a new process stick, and how governance can support the work without smothering it. I'm also interested in automation and AI, but only when the underlying process makes sense first.
Business Solutions and Strategic Implementation Office for Kaiser Permanente Care at Home across Southern California and Hawaii.
1,600+ clinicians across 10 agencies.
Polaris portfolio platform · MIRA mileage decision support · scheduling transformation · Rover on iPad modernization · PMO and governance development.
Earlier revenue-cycle work included $837,500 in monthly captured revenue and approximately $1M in duplicate-charge detection.
10+ years across healthcare operations, home health and hospice, revenue cycle, enterprise implementation, IT audit, and process engineering.
MHA, UCLA, 2026, 4.0 GPA, Delta Omega · B.A. Economics, Applied Statistics minor, UC Riverside · Epic Hospital Billing and Hospice Billing certified.