─ CASE STUDIES
Results That Executives Can Measure
Selected engagements showing how healthcare organizations translated analytics investment into financial and operational outcomes. Client names are withheld to respect confidentiality.
CASE 01
Turning a reactive analytics team into a strategic engine for Vermont's largest health system
Organization
Academic Health Network - Vermont
OUTCOMES
$10.2M Nursing labor opportunity identified through benchmarking analysis
Leadership performance review cadence established where none existed before
Improved trust and usage of data to improve quality, access and affordability system-wide
CHALLENGE
The health system's central analytics function operated as a reactive service desk - requests were worked first-in, first-out, with little connection to the organization's actual strategic priorities. Insights rarely reached senior leadership in a form they could act on, and clinical and operational leaders had limited ability to use data to run their own service lines day to day.
APPROACH
― Fractional Chief Data Officer engagement charged with a significant transformation of analytics capabilities as well as the usage of data within the health system
― Redesigned the department from a ticket-driven queue into a purpose-built Enterprise Data & Analytics organization, structured around the system's strategic priorities rather than incoming request volume
― Established a recurring cadence of higher-level analytics delivered directly to senior leadership, tied to specific initiatives in quality, access, and affordability
― Built a data-driven management system pairing a defined metric hierarchy with named owners and a tiered review cadence, from front-line huddle to executive council
― Coached operational and clinical leaders on using data for day-to-day decisions, extending data literacy beyond the analytics team and into the business
CASE 02
Standing up a data-driven management system for a fast-growing pediatric academic medical center
Organization
Pediatric Academic Medical Center - Mid-Atlantic
OUTCOMES
Regular cadence of senior leader data reviews with key wins and opportunities highlighted with real action items identified to improve operations
CHALLENGE
As the organization grew, leadership lacked a consistent way to see performance across efficiency, quality, and patient satisfaction in one place. Reviews were ad hoc, metrics varied by department, and there was no shared operating rhythm connecting frontline data to executive decision-making.
APPROACH
― Advised on the overall design and rollout approach for a new data-driven management system spanning the organization's senior clinical and administrative leadership
― Designed the visualization approach for translating operational data into a small set of decision-ready views for leadership
― Identified the metrics that mattered most to efficiency, quality, and patient satisfaction, and assigned clear ownership for each
― Established the meeting cadence and governance structure connecting unit-level review to hospital leadership
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