KeyCare

» Delivered $11M+ net new revenue in 12 months by expanding Epic-integrated virtual care across national payer and provider markets.

Chief Revenue Officer (CRO)

AbleLight

» Generated $15.2M in new revenue and 38% growth by modernizing operations across a 9-state nonprofit.

Vice President of Development

AXIM Fringe Solutions Group, LLC

» Increased revenue 150% by automating legacy processes and transforming benefits administration.

President

TASC (Total Administrative Services Corporation)

» Secured $10M in new revenue by winning 47 enterprise clients and boosting RFP win rates 87% through a redesigned process.

Executive Vice President of Sales

Korn Ferry

» Generated $12.2M in new revenue launching a national healthcare advisory model adopted by C-suite leaders.

Senior Managing Director, Healthcare

Allergan

» Led multi-state sales to 38% divisional growth, earning multiple awards and President’s Club honors.

Divisional Sales Manager

Healthcare Growth & Operations 

📊 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐂𝐨𝐧𝐭𝐫𝐨𝐥𝐥𝐞𝐫 — 𝐉𝐚𝐧𝐢 𝐊𝐢𝐧𝐠 𝐨𝐟 𝐌𝐢𝐥𝐰𝐚𝐮𝐤𝐞𝐞 & 𝐌𝐚𝐝𝐢𝐬𝐨𝐧 (2008–2009)
Increased profitability 25%, reduced staffing 20%, and cut AR from $300K (120 days) to <$50K (30 days).

💻 𝐒𝐞𝐧𝐢𝐨𝐫 𝐂𝐥𝐢𝐧𝐢𝐜𝐚𝐥 𝐈𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐒𝐲𝐬𝐭𝐞𝐦𝐬 𝐈𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐨𝐫 — 𝐅𝐫𝐨𝐞𝐝𝐭𝐞𝐫𝐭 & 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐭𝐲 𝐇𝐞𝐚𝐥𝐭𝐡 (2008)
Designed and led instruction for a customized Epic training program delivered to 5,000+ medical professionals within the Cancer Center, accelerating EMR adoption and clinical workflow integration.

🏢 𝐌𝐞𝐝𝐢𝐜𝐚𝐥 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐌𝐚𝐧𝐚𝐠𝐞𝐫 — 𝐔𝐧𝐢𝐭𝐞𝐝𝐇𝐞𝐚𝐥𝐭𝐡 𝐆𝐫𝐨𝐮𝐩 (𝐎𝐯𝐚𝐭𝐢𝐨𝐧𝐬) (2006–2008)
Reduced claims turnaround from 45 to 10 days by aligning team performance metrics with unit goals.

💰 𝐂𝐨𝐬𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐒𝐮𝐩𝐞𝐫𝐯𝐢𝐬𝐨𝐫 — 𝐀𝐬𝐬𝐮𝐫𝐚𝐧𝐭 𝐇𝐞𝐚𝐥𝐭𝐡 (2002–2006)
Implemented claims automation saving $1M annually and drove $200K in fixed cost reductions within one fiscal year.

👁️ 𝐑𝐞𝐠𝐢𝐨𝐧𝐚𝐥 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐌𝐚𝐧𝐚𝐠𝐞𝐫 — 𝐓𝐋𝐂 𝐋𝐚𝐬𝐞𝐫 𝐄𝐲𝐞 𝐂𝐞𝐧𝐭𝐞𝐫𝐬 (2000–2001)
Built a referral network of 150 doctors generating 80% of monthly business and expanded surgeon contracts by 5%.

🩺 𝐑𝐞𝐠𝐢𝐬𝐭𝐞𝐫𝐞𝐝 𝐍𝐮𝐫𝐬𝐞, 𝐈𝐧𝐭𝐞𝐧𝐬𝐢𝐯𝐞 𝐂𝐚𝐫𝐞 — 𝐈𝐥𝐥𝐢𝐧𝐨𝐢𝐬 𝐌𝐚𝐬𝐨𝐧𝐢𝐜 𝐌𝐞𝐝𝐢𝐜𝐚𝐥 𝐂𝐞𝐧𝐭𝐞𝐫 (1996–1999)
Delivered high-acuity care in NICU, PICU, and ER, grounding leadership in clinical urgency and patient-first impact.

Early Career in Clinical & Operational Leadership

I’m a 𝐜𝐥𝐢𝐧𝐢𝐜𝐢𝐚𝐧-𝐭𝐮𝐫𝐧𝐞𝐝-𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 who helps healthcare technology companies move from 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐭𝐨 𝐬𝐜𝐚𝐥𝐞 by simplifying by aligning GTM, sales, product, and operations into systems that deliver 𝐦𝐞𝐚𝐬𝐮𝐫𝐚𝐛𝐥𝐞, 𝐫𝐞𝐩𝐞𝐚𝐭𝐚𝐛𝐥𝐞 𝐠𝐫𝐨𝐰𝐭𝐡. My work has fueled growth from $𝟮𝟱𝗠 → $𝟭𝟬𝟬𝗠+ 𝗔𝗥𝗥 and driven 𝟯𝟬𝟬%+ 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗶𝗼𝗻 and expanded access to care.

My mission is personal. At 19, I lost my father to a preventable condition, which led me to begin as a 𝗥𝗲𝗴𝗶𝘀𝘁𝗲𝗿𝗲𝗱 𝗡𝘂𝗿𝘀𝗲. Experiencing healthcare through the eyes of patients and caregivers revealed that barriers weren’t about effort — they were about systems 𝘁𝗼𝗼 𝗳𝗿𝗮𝗴𝗺𝗲𝗻𝘁𝗲𝗱 𝘁𝗼 𝗻𝗮𝘃𝗶𝗴𝗮𝘁𝗲. That realization drives my career: building 𝘁𝗲𝗰𝗵-𝗲𝗻𝗮𝗯𝗹𝗲𝗱 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 that make care more 𝘀𝗲𝗮𝗺𝗹𝗲𝘀𝘀, 𝘀𝗰𝗮𝗹𝗮𝗯𝗹𝗲, 𝗮𝗻𝗱 𝗵𝘂𝗺𝗮𝗻.
 
📈 Impact Highlights
→ Closed $𝟭𝟬𝗠+ 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗵𝗲𝗮𝗹𝘁𝗵 𝘀𝘆𝘀𝘁𝗲𝗺 & 𝗽𝗮𝘆𝗲𝗿 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 in under 12 months
→ Compressed 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝘀𝗮𝗹𝗲𝘀 𝗰𝘆𝗰𝗹𝗲𝘀 𝗯𝘆 𝟱𝟬% and accelerated onboarding
→ Scaled 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗼 𝟭𝟱𝟬+ 𝘁𝗲𝗮𝗺 members across sales, marketing & operations
→ Drove $𝟭𝟭𝗠+ 𝗻𝗲𝘁 𝗻𝗲𝘄 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗶n one year through Epic-integrated virtual care expansion

Beyond executive leadership, I 𝗮𝗱𝘃𝗶𝘀𝗲 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀, 𝗺𝗲𝗻𝘁𝗼𝗿 𝗿𝗶𝘀𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀, 𝗮𝗻𝗱 𝗮𝗽𝗽𝗹𝘆 𝗺𝘆 𝗠𝗕𝗔 𝗶𝗻 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 & 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 to turn complexity into clarity. 

My leadership philosophy is simple:
→ 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗲𝗺𝗽𝗮𝘁𝗵𝘆
→ 𝗘𝘅𝗲𝗰𝘂𝘁𝗲 𝘄𝗶𝘁𝗵 𝘂𝗿𝗴𝗲𝗻𝗰𝘆
→ 𝗕𝘂𝗶𝗹𝗱 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 𝘁𝗵𝗮𝘁 𝗿𝗲𝗺𝗼𝘃𝗲 𝗳𝗿𝗶𝗰𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝗮𝗻𝗱 𝘁𝗲𝗮𝗺𝘀

I've led commercial strategy across sales, marketing, partnerships, and client success — helping health systems unlock new revenue while improving patient access, continuity, and quality of care.

I’m exploring new opportunities where I can apply my experience scaling ARR and building GTM engines. When growth is trapped by complexity, I partner with leadership teams to design and implement systems that move organizations forward with clarity and speed.

𝗖𝗹𝗶𝗻𝗶𝗰𝗶𝗮𝗻 𝗮𝘁 𝗵𝗲𝗮𝗿𝘁. 𝗢𝗽𝗲𝗿𝗮𝘁𝗼𝗿 𝗯𝘆 𝗱𝗲𝘀𝗶𝗴𝗻.

Ten+ years ago.
First EVP role.
Three little girls watching.

On paper I was crushing it.
Board meetings? Nailed.
Sales targets? Exceeded every quarter.
Team confidence? Rising fast.

But behind closed doors, I was Googling “how to be a leader” at 11 PM.
Marriage on the brink.
Questioning every decision. Twice.
Wondering if tomorrow would be the day everyone realized I was pretending.

That is the isolation of early leadership.
All external wins. All internal doubt.

Then I walked into my first #TempoMilwaukee meeting.

1975: four women around a kitchen table.
2024: more than 800 members strong.

Most networks fade when their founders step back.
Tempo didn’t just sustain, it multiplied.

The moment everything shifted?

That first night, Jen Dirks shared her own leadership doubts.
Suddenly, my 11 PM searches felt less pathetic and more human.
She didn’t just share struggles, she shared strategy.

Then came more women who changed everything.

Kimberly Kane showed me vulnerability is a superpower. When we spoke about rebuilding after setbacks, I realized strength isn’t about being unshakeable. It’s about being real.

Sarah Maio saw beyond potential to possibility and reminded me that belief is often borrowed before it’s built.

Phyllis King proved grace and power aren’t opposites; they’re partners. Her wisdom makes every room feel bigger.

Natalie Forward, the ultimate connector and integrator every organization needs (and my PD board partner!) whose energy and heart lift everyone around her.

Caroline Langer a young EWL member who I got to share this story with reminds me that persistence and patience can absolutely coexist.

Molly Mulcahy, MBA a quiet powerhouse who reminded me that progress always beats perfection and positivity is power.

These were not just mentors.
They were 𝘮𝘪𝘳𝘳𝘰𝘳𝘴.

The external success was already mine.
The internal confidence grew in rooms where vulnerability was not weakness, it was the entry fee.

Now, when my daughters ask about work, it's not just the wins. They hear about the Tuesday I walked into a board meeting slightly terrified and how those voices echoed in my head: “Your fear means you care.”

They see a mom who leads not from a pedestal but from the circle.

The real legacy?
It’s in the 𝘲𝘶𝘦𝘴𝘵𝘪𝘰𝘯𝘴 we dare to ask.
The doors we hold open.
The voices we amplify.

𝗙𝗶𝗳𝘁𝘆 𝘆𝗲𝗮𝗿𝘀 𝗼𝗳 𝗧𝗲𝗺𝗽𝗼 𝗠𝗶𝗹𝘄𝗮𝘂𝗸𝗲𝗲.
Generations of women proving one truth:
The world moves when women rise. 💜

And the legacy lives in the numbers:
→ 800+ members
→ 500K+ in scholarships
→ Thousands of careers shaped
→ Countless more have been part of this journey & the ripples still growing

Because the biggest leadership breakthrough is not confidence.
It is connection.

Grateful. 

What voice in your circle makes you braver?

#TempoMilwaukee #WomenLeadership #GrowthMindset

Nisha Gandhi, RN MBA

(5) Post | Feed | LinkedIn

li_at

JSESSIONID

CEO | Board Member | Advocate | Strategic Partner | Collaborator | Community Volunteer

President & CEO at Kane Communications Group

Culture Builder. Brand + People Whisperer. Leadership Mirror. From VP to Visionary.

Chief Strategist l Transformational Leader l Board Governor l Education Administrator l Nonprofit Leader l Innovator in AI

Executive Vice President Business Development at Felix Global

Talent Acquisition Specialist | TEMPO Milwaukee's Emerging Women Leaders

Growth-Focused Marketing Executive | Brand Builder | Revenue Accelerator | Transforming Brands & Cultures for B2C & B2B Success | Consumer-Centric Strategist | Omni-Channel Expansion| P&L Owner

CRO / COO | Clinician-Turned Operator | Scaling $100M+ ARR | $10M+ Enterprise Wins | HealthTech & MedTech GTM | Aligning Sales, Product & Ops

When I first showed up at GTM as a self-proclaimed “couch bum”, I didn’t expect to walk away with something far more valuable than frameworks and playbooks.

I found #WednesdayWomen.

This circle is not your typical networking group.
It’s the kind of place where nobody waits their turn to “get.”
Every woman here gives first.
Every woman swaps scars and wins with the same honesty.
They remind you that leadership is not about having all the answers — it’s about surrounding yourself with people who make you braver.

Let me tell you about this crew:

Daryl opened the door for me and made me feel like I belonged before I even said my name.

Melissa & Leslie dreamed up a space where blunt honesty isn’t just allowed, it’s basically a dress code.

Casey reminded me that chaos in the early days of anything is not a bug — it’s a feature.

Gina shows up as herself, every single time.
She lives “authentic” instead of just writing it on her profile.

Randi-Sue takes messiness in stride, always steady.
Her resilience makes the hard stuff look a little lighter.

Steph forged real connections by giving first. No scoreboard, no keeping track.

Jessie keeps things real.
We're not here to play perfect. 

Sarah leads without apology and teaches the rest of us to do the same.

That’s rare.
That’s gold.
And the list goes on.

The truth this circle has made me pause — to rethink how I shape my own path, to listen harder to my inner voice, and to stop shrinking in spaces that were never built for me to shine.

Today, I’m not just joining a community. 
I’m accepting a challenge.
To give as much as I’ve been given.
To lift as I climb, not just for myself, but for every woman & man behind me.
And to leave the door open, always. 

Here’s to #WednesdayWomen — proof that when women back each other, entire systems shift. 💜

Who in your life makes you braver just by showing up? 

#GrowthMindset #PurposeDriven #Community

Clinician Turned VP of Sales x3 I Healthtech Growth Executive | SaaS GTM & Revenue Commercial Leader | Enterprise Sales | Seed-to-Scale Strategy & Partnerships

Startup Exec | Marketing Leader | Podcaster | Mom

💜 Shining the Spotlight on Exec Women, Co-Founder of Wednesday Women, Community Strategist, Chief Evangelist, Startup Advisor, Ex-Stay-At-Home Mom

Head of Executive Search @ Captivate Talent | Leadership Coach

Customer Success Executive | Consulting + CS Leader | Scaling for Growth & Retention | 5x Startup Operator | Data-Driven Strategist

GTM Executive | Drive Revenue Growth, Retention and Expansion by focusing on developing People | AI in GTM| Speaker | Future Author | Dog Mom | Coffee Lover

Sr. Revenue Leader | Growth | Sales & Customer Success | Partnerships | Data | OSS/BSS| AI-powered MarTech & AdTech | Speaker

Partnerships Fanatic | Pavilion Denver Chapter Head

Chief Sales Officer @ ChurnZero | Scaling Revenue & Teams with Strategy, Grit & Heart | Sales Runs in My DNA—Even My Girl Scouts Know How to Close a Deal 🍪

Career transitions don’t wait for perfect timing and neither should you.

Join us for a powerful Tempo session on navigating change — whether it’s planned or unexpected — and discover real strategies for clarity, confidence, and growth.

✨ The insights are gold and the conversation is real.

If you’re ready to move forward with purpose, this session is for you.

Not a Tempo member? Reach out and join us as my guest.

See firsthand how women lifting other women creates unstoppable momentum in your career and beyond.

Proud to be a 10+ year Tempo member and still learning, growing, and connecting every step of the way. 

#TempoMilwaukee #Growth #CareerTransitions

700+ professional women and counting | Furthering the impact of women leaders in our community.

Navigate your next chapter with confidence! Join us at the TEMPO November Professional Development Session on Wednesday, November 5, 2025 from 3:30-5:30 PM at Venue 3.

✨ Whether you’re exploring a career move, facing a transition, or looking to support someone who is, this session is for you.
✅Gain real-world strategies for job search tools, hiring systems, and navigating gaps.
✅ Hear authentic stories from women who’ve been there and come out stronger.
✅ Connect with a community of professionals committed to growth and opportunity.

Grab a guest & we'll see you there!
🔗https://bit.ly/4qmECFs

The quieter you become, the more you hear.

You don’t need to shout to lead change.
But try telling that to my younger self in a hospital tech warzone.

My first EHR launch at a cancer center.
Picture a crowded room.
Everyone fighting to be heard.
Timelines slipping through our fingers.

Sadly, I was the loudest.

Demanding progress updates.
Pushing for numbers.
Clutching empty dashboards while stress levels spiked.

So naturally, I did what most leaders do:
Pulled the plug.
Restructured the team.
Pressed reset, convinced noise would fix it.

Big mistake.

Six months later, the truth emerged:
→ Nurses, teaching each other quietly after hours
→ A skeptical doc, suddenly everyone’s go-to mentor
→ Night-shift pilots running rogue “what if we tried this” experiments

The real transformation was happening.
In whispers.
In shadows.
In silence.

I just wasn’t quiet enough to hear it.

Now I know better.

Change doesn’t need noise.
It needs space to breathe.
Space for the skeptics.
Freedom for new ideas to stumble, sometimes quietly, into the light.

Last year, different project:
No fancy dashboards.
No forced timelines.
No pressure-cooker updates.

What happened?
→ Resistance softened into curiosity
→ Tiny wins became contagious
→ Resistance? Gone.
→ Adoption? 92%.
→ Change? Actually stuck, for once.

Even the moon goes dark to rest. 🌙

Why are we afraid to let progress grow in the quiet?

Healthcare doesn’t need louder leaders.
It needs quieter ones.
The kind who know that real progress
sounds less like metrics
and more like trust.

What transformation are you not hearing because you’re too busy talking?

#HealthcarLeadership #GrowthMindset #Transformation

No alternative text description for this image

"She's burning out. We need to give her a break."

Heard that in a leadership meeting.

Plot twist: It wasn't burnout.
It was death by 1000 innovations.

Here's what everyone misses:
Everyone talks about burnout.
But hardly anyone spots the difference between being tired and being exhausted by endless change.

Burnout is when you’re empty.
Change fatigue is when you’re scattered in a thousand directions.

3 hidden signs you're dealing with change overload, not burnout:

Their results aren’t flatlining — they’re up, then down, then up again.
→ Burnout shows consistent decline
→ Change fatigue shows roller-coaster results
→ Key tell: They excel when there is clarity

They don’t hate their job.
→ Burnout says "I can't do anything"
→ Change fatigue says "I can't do everything"
→ Key tell: They light up talking about their core work

Give them one priority, and watch their spark come back.
→ Burnout stays low regardless of task
→ Change fatigue lifts with single-threading
→ Key tell: They thrive when priorities narrow

The fix isn’t a day off.
It’s saying no to one new thing.
And choosing what really matters.

Because scattered innovation isn't just inefficient.
It's inhumane.

Here’s a challenge for leaders:
If you could press pause on just one project this week—what would it be?

#LeadershipInsights #ChangeManagement #Innovation

A few years ago, I lost a $2M deal over a $200 detail.

Not a typo.

We checked every box — except one. And that was all it took.

The product? Perfect fit.
ROI? Crystal clear.
Everyone said yes — until they didn’t.

But because we underestimated who actually owned the decision.

Our champion was all in. 
The CIO gave us the green light. 
Demos felt like slam dunks.

Then procurement flagged a missing credentialing form — just $200 and a stamp.
Suddenly, our contract hit pause for three weeks.

That’s when a competitor swooped in, met with clinical leadership, and reframed the whole conversation.
They shifted the focus from price to risk, and that tiny delay?
Turned into a total loss.

We weren’t just behind schedule.
We were completely out of the running.

It stung.
But it forced me to rethink how I approach healthcare sales.
No more assuming who actually owns the decision.
No more just chasing signatures.

Now, I map every deal to these three questions:
→ Safety: Will this introduce risk to patients or operations?
→ Budget: Who’s really controlling the wallet—and cares about ROI?
→ Clinical: Whose daily life changes, for better or worse?

It’s never about who signs the check.
It’s about who loses sleep when something goes wrong.

Three months later, we overhauled our playbook.
We got clear on roles.
Objections surfaced earlier.
And — my favorite part — conversations got a whole lot smarter and fun.

Deals closed faster.
Stakeholders felt seen.
Most deals don’t die in procurement.
They die in misalignment — between who’s accountable and who’s affected.

What’s the smallest mistake that taught you the biggest lesson?
Would love to hear your story.

A founder showed me their product roadmap last week. 

It had 27 new “must-have” features.

I asked, “Who actually asked for these?”

The room went quiet. They paused, looked at their PM, and someone said,
“Everyone. Probably.”

That’s when I realized the real adoption problem wasn’t product. It was influence.

In healthcare, you don’t sell features. You sell belief.

And every new button, dashboard, or alert Every new dashboard, button, or alert is just adds another layer of friction for clinicians who are already overloaded.

Most teams think the answer is build more, demo harder, and promise faster.

But adoption doesn’t follow logic. It follows trust.

I worked with a team rolling out a remote monitoring tool. The data was great. Nurses still didn’t use it.

We stopped pushing features and started mapping influence:
→ Who sets the tone on the unit (not just titles)?
→ Whose workflow gets disrupted first?
→ Who actually bridges tech and care?

The minute we brought those people into the design loop, adoption took off. It felt their idea.

Ownership beats any new feature.

The teams that win aren’t the ones who out-code their competitors. 
They're the ones who out-listen them.

Stop asking, “What should we need to build next?”
Start asking, “Who needs to believe first?”

Everyone says adoption is a “user problem.”

What if it’s actually a leadership problem?

#HealthTech #HealthcareLeadership #ClinicalAdoption #SystemsThinking #GrowthMindset

Tonight, millions of diyas will pierce through darkness.

One flame at a time.
One room at a time.
One home at a time.

But here's what most leaders miss about transformation:

You can't force light. 
You can only create conditions for it to spread.

Because those small shifts — the ones that build momentum before anyone notices — never happen on schedule.

Healthcare transformation doesn't die from lack of insight. 
It dies in boardrooms.
Buried under “strategic urgency.”
Suffocated by executive impatience.

$2.8M implementation budget.
Six months of workshops.
A year chasing "adoption".
And yet, only 23% use it.

Meanwhile, the night shift quietly finds workarounds.
Day shift prints everything because, why not.
Your champion? Just submitted her resignation.

That's when I learned the Diwali principle:

Real change spreads like lighting diyas.
→ One clinician who stops rolling her eyes and helps a peer log in because she cares about saving time for her patients.

→ One department that risks ditching spreadsheets because a manager listened, not just mandated.

→ One patient outcome. who gets a better experience.
One team that looks up, surprised “Did that just work?”

That’s how one flame catches another.

I learned this the hard way.
I watched a EHR implementation flop until one nurse decided to make it her cause.
She brought coffee.
She troubleshooted with peers.
She translated tech speak into nurse speak.
She rolled her eyes at execs, but kept nudging her friends.

By month three, her department was the first to show improved patient throughput.
That’s when the skeptics crossed the hall to ask her how.

Six months later, that 23% became 87%.
Not because of mandates.
Not because of training campaigns.
Because one flame lit another.

That's the real lesson of Diwali.
Light spreads from within.
One advocate. One conversation. One small win at a time.

Executives want floodlights.
Boards want reports.
Consultants want signatures.

But lasting change?
That happens off the project plan.
In hallway whispers.
During late-night shifts.
In the tiny moments when belief quietly overtakes skepticism.

You can’t force the light.
You can only make it easy for that first flame to catch.

What small flame are you lighting tonight?

They say never air your laundry in public…
But we think it’s time we did. 😉

Join Kimberly Kane and I on Thursday, October 30th for Laundry Night, hosted by the Women's Fund of Greater Milwaukee . An evening that’s bold, real, and refreshingly honest.

It’s a night designed for real conversation and real change exploring how equity shows up in our workplaces, neighborhoods, and families.

We’ll share stories, ideas, and maybe even a few uncomfortable truths — all in the spirit of learning, connection, and community.

Bring your curiosity. Bring your voice.
And leave with new ideas (and maybe new friends).

🗓 Thursday, October 30
📍 Women’s Fund of Greater Milwaukee
👉 RSVP to the link below and grab your seat!

Tagging a few that I know would love this discussion & would be able share to valuable insights: Sarah Maio, Alex Rikkers, Kristin Lynes , Molly Mulcahy, MBA, Katy Peterson  

Link:

Open article: WF Laundry Night: Airing the Patriarchy’s Dirty Laundry [Special Date + Time] by womensfundmke.org

WF Laundry Night: Airing the Patriarchy’s Dirty Laundry [Special Date + Time]

Nearly half of large health systems launched at least one AI initiative last year but fewer than 𝟭 𝗶𝗻 𝟰 say it’s reached consistent clinical use.

The gap isn’t capability.
It’s 𝘵𝘳𝘶𝘴𝘵.

We’re still deploying algorithms faster than humans can adapt.

Earlier this week, a CIO stopped me mid-sentence and said what everyone else dodges:

We moved fast on AI.
But the trust hasn’t caught up.

That line hasn’t left my head.

Because it captures the real issue:
Healthcare transformation isn’t about 𝘴𝘱𝘦𝘦𝘥 𝘰𝘧 𝘥𝘦𝘱𝘭𝘰𝘺𝘮𝘦𝘯𝘵 — it’s about 𝘥𝘦𝘱𝘵𝘩 𝘰𝘧 𝘢𝘥𝘰𝘱𝘵𝘪𝘰𝘯.

Real transformation isn’t about how fast you go live or how shiny the dashboards look.
Technology doesn’t transform care just because it’s installed.

Here’s how it plays out:
→ The “go-live” parade happens. Dashboards everywhere. Emails about new workflows.
→ Clinicians quietly figure out workarounds because they don’t buy in.
→ Executives high-five each other. Clinicians high-tail it to old habits.

The result?
Another expensive line item.
No real impact.

But in rare systems where it actually sticks, three things happen:

1. Technical Transformation: Checkbooks open. Dashboards light up. APIs flow. But that’s just wiring the house.
2. Cultural Transformation: Leadership admits when things break. Nurses and docs can overrule VPs.
The CIO I mentioned? They flipped the script: nurses chair their AI committee.
3. Clinical Transformation: You know you’ve made it when clinicians say, “Can we get more of this?” Not “How do I turn this off?” 
That’s when you know transformation finally reaches the bedside.

You can buy software.
You can’t buy clinical belief.

Until clinicians feel ownership, you’re stuck with tools nobody loves.

Most organizations measure deployment.
Some measure adoption and features clicked.
Few measure impact.

So, here's my nudge:
Which layer is your organization really transforming?
And is your health system chasing speed, or building trust for the long game?

If you want staying power, stop counting dashboards.
Start counting believers.

Three conversations this week changed my mind.

3 CEOs.
3 industries.
1 shared belief: “𝘓𝘦𝘨𝘢𝘤𝘺 𝘴𝘺𝘴𝘵𝘦𝘮𝘴 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘦𝘯𝘦𝘮𝘺.”

Plot twist: they’re not the real problem.

Healthcare CEO: "Our EHR is 15 years old."
Manufacturing CEO: "Our ERP hasn't been updated since 2009."
Financial Services CEO: "We're still running COBOL."

Same conversation.
Different boardrooms.
Identical frustration.

But halfway through the third call, something clicked.

They weren't talking about systems at all.
They were talking about sleep.

→ What if we lose patient data overnight?
→ What if payroll breaks during year-end?
→ What if trading halts because we pushed an update?
→ We can't afford to be wrong.

The real enemy isn't legacy code.
It's legacy fear.

Fear of regret will always beat fear of change.

I watched one CEO spend 18 months evaluating solutions.
Not because the decision was complex.
Because being wrong meant everything.
His reputation. His tenure. His team's trust.

That's when I learned... 
You don’t convince.
You don’t push.
You don’t sell “change”

You start 𝗱𝗲-𝗿𝗶𝘀𝗸𝗶𝗻𝗴 belief.

→ Pilot programs that whisper, don't shout
→ Parallel systems that eliminate "what if"
→ Proof points from organizations just like theirs
→ Migration paths that feel inevitable, not risky

You don’t need a better pitch.
You need a better 𝗽𝗿𝗼𝗺𝗶𝘀𝗲 — built on trust, not tech specs; on proof, not pressure.

Technology transitions aren't technical problems.
They're trust problems.

The code will run.
The people need to believe.

Think about your "legacy" challenges.
What keeps 𝘺𝘰𝘶 up at night?
Is it the system... or the "what ifs"?

Sometimes slower is smarter.
Especially when the stakes are human.

$1.2M contract gone overnight.

Everything was smooth.
Users loved us.
Implementation? Zero drama.

But then our champion took a different job.

And with her? Our entire relationship vanished.

That's the Champion Fallacy in action.

We build entire deals around one hero inside the org.
The single point of access. 
The voice in the room. 
Our lifeline.

Until they're not.

The new leadership team came in. 
They saw a big number on a spreadsheet.
Within 90 days, showed us the exit.

We lost because all our credibility left with one person.

Sound familiar?

You're not alone. I see this pattern everywhere:
→ Sales teams ring the bell for landing the "connected" champion
→ Customer success clings to their favorite contact.
→ Renewals hang everything on one big relationship.

Then they leave. 
Who tells your story then?
Who defends your value?
Who even remembers why you matter?

Here’s what I’ve learned after seeing too many contracts go up in smoke:
Champions open doors. 
And systems keep them from closing when people move on.

The solution? Multi-Level Mapping.

Picture a 3x3 grid — three levels of advocacy.

𝗖𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗟𝗲𝘃𝗲𝗹 - 𝘁𝗵𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗵𝗼 𝘂𝘀𝗲 𝗮𝗻𝗱 𝘀𝗲𝗲 𝗶𝗺𝗽𝗮𝗰𝘁
→ Frontline staff who can’t imagine work without it.
→ Department heads who actually see patient improvements.
→ Chief Medical Officer who tracks the metrics.

Operational Level - the people who run and optimize
→ IT teams getting less headache, not more.
→ Operations directors seeing efficiency gains.
→ A COO who knows exactly how this improves systemwide performance.

Financial Level - the people who fund and justify
→ Budget owners who can explain every dollar.
→ VPs who fight for you in budget season.
→ CFO watching real ROI.

You want three things to happen:
1. The frontline can name the difference you make.
2. The operators can defend the impact.
3. The finance folks can measure and justify the spend.

Not just advocates at every level.
Distributed belief not just delegated authority.

This is how you transform rented relationships into owned growth.

When your value story lives in multiple minds, champion turnover becomes transition, not termination.

The best partnerships I've seen and built? If the champion left, three people could explain our impact. Independently. Accurately.

Who knows your value story if your champion left tomorrow?
What’s your move when your champion walks away?

Three years. Same client. Revenue grew 400%.

But here's what really matters: they stopped evaluating competitors.

That's compound trust in action.

2019: Basic workflow automation contract.
$50K deal. Smallest package.

Their procurement team squeezed us on every line item.
Even asked for three reference calls for a pilot.

Quarterly business reviews? Pure formality.
Their team brought spreadsheets, not challenges.
We brought feature updates, not insights.

𝘓𝘦𝘵'𝘴 𝘴𝘵𝘪𝘤𝘬 𝘵𝘰 𝘵𝘩𝘦 𝘴𝘤𝘰𝘱𝘦, they'd say.
Every suggestion met with 𝘔𝘢𝘺𝘣𝘦 𝘯𝘦𝘹𝘵 𝘳𝘦𝘯𝘦𝘸𝘢𝘭.

We were just another vendor on their spreadsheet.
Row 13 of their software expenses.

Year one was textbook vendor relationship. 
We delivered features. They paid invoices. Next.

But something shifted during a routine check-in call.

Their CMIO paused mid-sentence and asked: "What would you do if this was your hospital?"

Not our product. Not our roadmap. Their hospital.

I could have pitched our latest updates.
Instead, I spent two hours mapping their real challenges.

Here's what transformed everything:

Stop selling. Start studying.
→ I shadowed their morning rounds (with permission)
→ Mapped influence beyond the org chart
→ Learned who nurses actually listened to

Become their internal strategist.
→ Shared insights they couldn't see from inside
→ Connected them with peers facing similar problems
→ Invested in their wins, not just our contract

Turn middle management into champions.
→ Made their department heads look brilliant to executives
→ Gave them credit publicly, owned problems privately
→ Their success became our success

The compound effect kicked in year two.

They expanded without an RFP.
They introduced us to their network.
They started defending us in budget meetings.

Today's ROI:
• 4x revenue growth with same client
• Zero competitive evaluations in three years
• Five qualified referrals from their network
• 80% reduction in renewal cycles

This is owned growth in action.

While competitors chase demos and features, we built trust that compounds.

They don't shop alternatives because we've become irreplaceable.

What's one client relationship that completely transformed how you think about partnership versus transactions?

Your team isn't burned out.
They're change-fatigued.

And every wellness survey you send is missing the real problem.

Last month alone: new documentation requirements, updated clinical protocols, revised quality metrics, and "one quick EHR optimization."

Sound familiar?

We keep treating scattered innovation like individual projects.
But your staff experiences them as compound chaos.

The symptoms mirror burnout perfectly:
→ Resistance to new initiatives
→ Decreased engagement scores
→ "Not another change" eye rolls

But here's what most leaders miss: the root cause is system-level, not individual-level.

You can't meditation-app your way out of change overload.

Time for the diagnostic framework that actually works.

𝗧𝗵𝗲 𝗧𝗶𝗺𝗶𝗻𝗴 𝗧𝗲𝘀𝘁:
• Did performance drop gradually (6+ months) = 𝘓𝘪𝘬𝘦𝘭𝘺 𝘣𝘶𝘳𝘯𝘰𝘶𝘵
• Did it spike after recent implementations = 𝘊𝘩𝘢𝘯𝘨𝘦 𝘧𝘢𝘵𝘪𝘨𝘶𝘦

→ If change fatigue: Map every change in the last 90 days. You'll be shocked.

𝗧𝗵𝗲 𝗥𝗲𝗰𝗼𝘃𝗲𝗿𝘆 𝗧𝗲𝘀𝘁:
• Do they return from time off refreshed = 𝘉𝘶𝘳𝘯𝘰𝘶𝘵 𝘱𝘢𝘵𝘵𝘦𝘳𝘯𝘴
• Do they return dreading the "next improvement" = 𝘊𝘩𝘢𝘯𝘨𝘦 𝘧𝘢𝘵𝘪𝘨𝘶𝘦

→ If change fatigue: Declare a change moratorium. Let them master what exists.

𝗧𝗵𝗲 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗧𝗲𝘀𝘁:
• Are they withdrawn from all work = 𝘉𝘶𝘳𝘯𝘰𝘶𝘵 𝘪𝘯𝘥𝘪𝘤𝘢𝘵𝘰𝘳𝘴
• Do they engage with core work but resist change = 𝘊𝘩𝘢𝘯𝘨𝘦 𝘧𝘢𝘵𝘪𝘨𝘶𝘦

→ If change fatigue: Create change windows. No new initiatives outside designated periods.

The fix isn't more support.
It's fewer simultaneous changes.

Stop the innovation scatter.
Start change sequencing.

Your "transformation-ready culture" might just need a transformation pause.

What change could your team master if you stopped introducing new ones?

$8M in new deals last quarter.
And this quarter? Their biggest client just walked.

That's the trap of rented growth.

Let's set the scene.

A big fancy boardroom.
Everyone buzzing about “transforming patient care.”
The CIO says, “Nurses will save two hours a shift. Documentation errors slashed by 80%.”
Everyone grins.
Signatures fly.
"Let’s go live!"

Go-live day arrived with fanfare and branded coffee mugs.

Week one: "All new stuff stings at first."
But it gets worse.

By week four: Nurses are stuck until 2 AM to finish charts.
By week eight: Patient falls up 40%.

That “time-saving solution?”
It’s a time thief.
30-second tasks became 6-minute battles.
Critical alerts buried under pop-ups that no one reads.
Medication orders vanish into digital black holes.

Sarah, a 15-year ICU veteran, broke down in the break room.
"I became a nurse to help people, not battle a computer every day."

The vendor closed the deal in record time.
Six months later, no one will even talk to them.

On paper, it looked amazing.
But this was a system designed for metrics, not for humans.

Here’s what went wrong:
- They never watched a nurse chart at 3 AM.
- They skipped days on the floor.
- They promised results without ever sweating the real work.

When clinicians pushed back, the vendor's response?
“It’s a change management issue. You just need more training.”
Translation: not our problem. Not our people.

It reminds me of this John Wooden quote: "If you don't have time to do it right, when will you have time to do it over?"

In healthcare, do-overs aren’t just expensive.
They’re dangerous.

Every failed rollout doesn’t just burn cash.
It burns trust.
And once that's broken, it compounds in reverse.

Here’s what I’ve learned about growth after years bridging the gap from the bedside to the board:

𝗥𝗲𝗻𝘁𝗲𝗱 𝗚𝗿𝗼𝘄𝘁𝗵 thinks short-term:
→ Quarter-end pressure drives promises you can't keep.
→ Success measured by signatures, not outcomes. 
→ Customer success begins after you get paid...if at all.
→ Every renewal? Basically starting over.

𝗢𝘄𝗻𝗲𝗱 𝗚𝗿𝗼𝘄𝘁𝗵 thinks in decades:
→ Deep partnerships built before any paperwork
→ Success measured by impact and transformation
→ Every install becomes your best case study
→ Trust snowballs into more deals.

It's not just business strategy.
Relationships are built on real stakes.

Rent a customer, lose them to the next shiny promise.
Earn their trust, and they’ll carry your story farther than any campaign ever could.

Your choice: Build this quarter’s revenue?
Or the next decade’s reputation?

I know which one keeps me up at night.

Who else has lived through “change management” that was really just damage control?

Systems don’t fail by accident — they fail by design.

Frances Perkins saw the design. And she rewrote it

Some people see disaster and look away.
Frances looked straight at the fire.

In 1911, she stood on the street and watched 146 women die in the Triangle Shirtwaist Factory fire.
The exits were locked.
There was no way out.

Most people saw tragedy.
Frances saw a turning point.
She turned 𝗮𝗻𝗴𝗲𝗿 𝗶𝗻𝘁𝗼 𝗮𝗰𝘁𝗶𝗼𝗻.

Twelve years later, she became the most powerful woman in America.

As a girl, she was taught poverty was a sign of weakness.
But she saw truth — 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 𝗯𝘂𝗶𝗹𝘁 𝘁𝗼 𝗸𝗲𝗲𝗽 𝗽𝗲𝗼𝗽𝗹𝗲 𝘀𝗺𝗮𝗹𝗹.

So she studied, fought, and spoke truth to power in rooms that didn’t want her there. She made herself a promise:

Their deaths will not be in vain.

She didn’t just write reports. She 𝗿𝗲𝘄𝗿𝗼𝘁𝗲 𝘁𝗵𝗲 𝗿𝘂𝗹𝗲𝘀.

Here's what she fought for:
→ Fire exits — unlocked, accessible, mandatory.
→ The 40-hour workweek.
→ Minimum wage.
→ Bans on Child labor.
→ Social Security.
→ Unemployment insurance.

They called her “unwomanly.”
They called her “pushy.”
They said she’d destroy business.

She didn’t stop.
Because she knew what she had seen.
And she refused to pretend it was acceptable.

We talk about 𝘪𝘯𝘯𝘰𝘷𝘢𝘵𝘪𝘰𝘯 and 𝘥𝘪𝘴𝘳𝘶𝘱𝘵𝘪𝘰𝘯 as if they’re the pinnacle of progress.
Frances Perkins proved the real revolution is 𝗽𝗼𝗹𝗶𝗰𝘆, 𝗻𝗼𝘁 𝗽𝗿𝗼𝗱𝘂𝗰𝘁.

Change doesn’t come from slogans.
It comes from people who refuse to look away 
and who stay angry long enough to build something better.

As I step into a new role this month one that ties my purpose, passion, and lifelong pursuit to fix what’s broken in healthcare — I’m reminded of leaders like Frances.

She didn’t just see injustice.
She built the systems that made justice possible.

Every system that saves lives started with someone who refused to look away.

What’s the fire you can't unsee?
What moment in your work, your industry, your community made you say "enough"?
And what will you build so no one else has to watch it burn?

This week, I’ll share more about this next chapter — a role that feels like the intersection of everything that brought me here.

Share your story. Someone needs to hear it.

98% system uptime.
Zero critical incidents.
All KPIs green.

And yet, usage dropped 15% each month for six straight months.

That's the trap I walked right into.

Q1: "Everything’s stable. No issues here."
Actual usage: -15% MoM. No one noticed.

Q2: "System running smooth. Users seem satisfied."
Actual usage: -32% since launch. Still didn’t notice.

Q3: "Just the regular update - all systems go."
Actual usage: Less than half of our starting volume.

Each month, the numbers whispered what the meetings wouldn't say:
• Login frequency dropped from 3x to 1x daily
• Report generations fell 60%
• Mobile app usage almost vanished
• New user activations stopped completely

But the dashboards? Still green.
We celebrated the easy wins. Missed what mattered.

The monthly 'check-ins' became routine:
"Dashboard looks great on our end."
"No issues from our side."
"Same time next month?"

Meanwhile, real problems were hiding in plain sight:
→ Workflows slowed down, not faster
→ Staff started printing reports to avoid the system 
→ Training requests dropped from 12 to 2 per month
→ Our internal champion? Quietly switched departments

But hey, our SLA was pristine.
Uptime was perfect.
Executive summary, positive and upbeat.

We were tracking system performance.
But our customer relationships were unraveling.

That gap matters.

Performance metrics show what we delivered.
Relationship metrics reveal what people actually adopt.

When adoption drops 15% month after month, it’s not a “tech” problem anymore.
You're managing on borrowed time.

That's rented growth.
Surface-level metrics that mask disappearing trust.

Owned growth shows up differently:
→ Unsolicited success stories in hallway conversations
→ New departments ask about rollouts, not just fixes
→ Support tickets shift from “something’s broken” to "can we also..."
→ Internal champions multiply instead of just maintain

The metrics that actually predicted renewal?
Not uptime. 
Not feature releases. 
Not satisfaction scores.

It was: how many people became advocates when we weren't in the room.

So, are you tracking what’s easiest?
Or what really matters to the people you serve?

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