Vice president and market executive at Highmark Health. Highmark Health is a national health and wellness organization serving nearly 50 million Americans.
My interest in the rapidly changing healthcare industry started early. Growing up in Florida, I attended a medical magnet high school that catered to students with health profession aspirations. I went on to graduate from the University of Florida (go, Gators!) and later earned my MBA in healthcare management. My healthcare career began in consulting, where I gained meaningful experience working closely with payers and providers. I then spent 10 rewarding years on the provider side before joining Highmark, where I lead and manage collaborative partnerships with major providers across Delaware and southeastern Pennsylvania to improve care delivery. My passion lies in driving innovation and value-based care models that put patients at the center, ensuring they receive the right care at the right time.
Early in my career, I observed the complexities and challenges providers face in supporting care for patients under the traditional fee-for-service model, where the focus is often on volume rather than value. In parallel, I watched my aging parents navigate the system with chronic conditions. They lacked a designated care coordinator, often relying on urgent care centers and emergency departments due to fragmented access. It made me realize there was a critical need for stronger provider partnerships, more efficient care management systems and a shift toward value-based care. This strengthened my resolve to develop innovative solutions that empower providers to deliver high-quality, patient-centered care and be incentivized to effectively manage patients’ health. It has also shaped my current focus on building collaborative relationships and driving transformative change within the healthcare industry.
One of the biggest challenges in my role is navigating the diverse needs and priorities of our provider partners across different markets. Building trust and aligning strategic goals while fostering innovation requires a deep understanding of the local healthcare landscape and effective communication skills. Prioritizing initiatives that drive meaningful improvements in patient care and population health while addressing the unique challenges faced by each provider is also a key focus.
Highmark Health’s top priority this year is to continue transforming healthcare by creating better experiences for our patients, members and customers and building stronger communities of healthier people through partnerships with providers. We are investing in provider collaborations, data-driven insights and innovative solutions to enhance care coordination, improve access to affordable care and address social determinants of health — all with the goal of creating a simplified and sustainable healthcare system.
I would reengineer how providers manage their populations so patients don’t get lost in the shuffle. Ensuring individuals receive the right care at the right time and in the right setting requires a proactive and coordinated approach. By empowering providers with the tools and resources they need to effectively manage population health, we can improve patient outcomes, reduce costs and create a more seamless and patient-centered healthcare experience.
I would recommend reading “The 10 Building Blocks of Population Health.” It highlights the need to transform how providers manage their patients so that unique needs are not overlooked. It’s a valuable framework for understanding how to optimize care delivery and ensure personalized attention. The article challenges traditional approaches to healthcare management and provides practical strategies for improving patient outcomes and reducing healthcare costs.
This year, I started learning mahjong and am enjoying the challenge of the game. I love reading and am trying to intentionally make more time for it. I believe pursuing these activities helps me stay balanced, focused and more engaged in my professional life.
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