NextGen Healthcare provides customized EHR, Practice Management, Telehealth, and related solutions for ambulatory practices. Served as a senior leader within the Customer Success organization, driving enterprise programs, executive governance, and complex client recovery across high-value healthcare portfolios.
Program & Portfolio ManagementExecutive Stakeholder EngagementGovernance & Decision FrameworkOrganizational Change ManagementClient Recovery & EscalationRevenue Cycle Optimization
Senior Leadership Scope
- —Led enterprise-scale customer success programs spanning client recovery, financial governance, operational optimization, and organizational change across complex healthcare environments.
- —Served as a senior cross-functional leader and executive advisor, aligning Customer Success, Product, Engineering, Support, Finance, Legal, and Sales to drive consistent, high-quality execution across global client portfolios.
- —Translated ambiguous, high-risk client and business challenges into structured operating models, governance frameworks, and repeatable programs that strengthened executive trust and delivered measurable business outcomes.
Enterprise Performance & Optimization Programs
- —Founded and led the Performance Optimization Program, a scalable engagement model assessing clinical, financial, and technical performance across hosted and self-hosted clients.
- —Oversaw 15 enterprise optimization engagements across FQHC, Optometry, Orthopedics, Dermatology, and Urgent Care, delivering standardized assessments and executive remediation roadmaps.
- —Generated $906K+ in program-influenced bookings on ~$180K delivery cost (~403% ROI), materially strengthening retention, renewals, and expansion opportunities.
Financial Governance & Executive Decisioning
- —Built and owned an enterprise-wide adjudication process and governance model for contract adjustments, concessions, and financial exceptions, creating a unified intake, evaluation, and approval workflow across Customer Success, Finance, Legal, and ELT.
- —Reviewed and adjudicated 100+ financial adjustment requests, validating accuracy and completeness while evaluating ARR, ACV, TTM, and downstream operational impact.
- —Presented high-impact cases to ELT using BLUF-style executive narratives and delivered recommendations grounded in quantified business risk and financial stewardship.
- —Implemented standardized review frameworks that reduced decision cycle time, improved cross-functional clarity, and strengthened organizational consistency.
Change Management & Lifecycle Enablement
- —Co-developed a scalable Organizational Change Management (OCM) framework supporting sustainable client upgrades and long-term adoption.
- —Designed, piloted, and continuously improved an upgrade-readiness cohort for large FQHCs, leveraging governance, decision frameworks, testing protocols, and training plans to ensure predictable upgrade execution.
- —Enabled ~15 FQHC clients to complete major platform upgrades on time with >95% satisfaction scores, improving adoption, workflow stability, and stakeholder alignment.
- —Refined governance, readiness scoring, and ownership models into a repeatable offering that strengthened lifecycle consistency and reduced upgrade-related escalations.
Customer Success Operating Model & Enablement
- —Sponsored and mentored CSMs in developing 50+ Operational Client Success Playbooks, standardizing all core processes used to navigate client organizations and internal NextGen workflows.
- —Replaced tribal knowledge with codified operating procedures, improving consistency, accountability, onboarding speed, process adherence, and predictability of client outcomes across the CS organization.
Client Care & Escalated Client Recovery
- —Graduated multiple high-value enterprise clients from the Client Care Program, resolving complex service recovery, workflow optimization, and revenue cycle management challenges; facilitated revenue cycle technology improvements that reduced client staffing costs, restored executive trust, and strengthened renewal posture across the portfolio.
- —Served as a Senior Client Care resource, partnering with NextGen leadership, cross-functional teams, client executives, and operational stakeholders to assess challenges, develop action plans, and guide resolution efforts.
- —Conducted root-cause analysis across technical, operational, and workflow domains, ensuring issues were documented, tracked, and resolved with written stakeholder alignment.
- —Strengthened Client Success Manager engagement by integrating CSMs into Care Plan workflows, enabling proactive client management and improved renewal posture.
Strategic Platforms & Culture Leadership
- —Contributed to early Gainsight adoption and governance, shaping rollout strategy, risk models, and scalable change controls.
- —Designed and operationalized a predictive Gainsight Risk Model that improved risk visibility, enabled proactive identification of client health deterioration, and strengthened renewal forecasting accuracy.
- —Led the Upgrade Center of Excellence Lessons Learned Program, identifying process and technology challenges during upgrades and implementations and embedding resolutions into revised project methodology.
- —Hosted weekly cross-functional sessions to review issues, quantify impact, and prioritize corrective actions.
- —Developed and distributed 50+ “News Flash” bulletins to align Upgrade and Professional Services teams and accelerate remediation for projects in flight.
- —Reduced recurring defects and strengthened upgrade quality through improved governance and testing protocols.
- —Co-led the beING Employee Resource Group, fostering inclusive leadership and cross-ERG collaboration.
- —Led 30+ ERG meetings from 2023–2026 on topics including mental health in the workplace, financial literacy, and AI in healthcare, with regular participation from C-suite executives and broad employee engagement.