Advisory

Executive & board advisory

I work with chief executives and boards on strategy, governance, and leadership transitions. These are the decisions that are hard because they are consequential, not because they are complicated. Often the most useful thing I bring is a clear outside read on what the organization is actually trying to do.

In practice

• A board preparing for a chief executive search, and deciding what it actually needs in the role
• A new chief executive in the first hundred days, working out which inherited commitments to keep
• A board that wants its committee structure and its dashboard to reflect the same priorities

Rural & tribal health strategy

Care delivered across distance, scarcity, and jurisdictional complexity needs program design that accounts for all three. I help teams build models that function in the places they are meant to serve, rather than ones that work on paper and then quietly fail at the fourth site.

In practice

• A health center opening a site two hours from its main campus, and sizing the team honestly
• A service line that works well at headquarters and keeps stalling at the smaller clinics
• A program that spans tribal, federal, and state jurisdictions and needs one coherent operating plan

Clinical workforce & graduate medical education

Residency program development, recruitment and retention, and growing clinician leaders from inside the organization. The workforce problem in rural health is rarely solved by looking further afield; it is solved by building a pipeline and then keeping the people who come through it.

In practice

• A health center standing up a residency program, from feasibility through accreditation readiness
• An organization losing clinicians at the eighteen month mark and wanting to know why
• A medical staff with no obvious successor for its clinical leadership roles