Member platforms inside a managed care organization

Internal and external mobile applications, twenty or more delivered across iOS and Android, a redesigned member portal, and identification cards that load into Apple Wallet and Google Wallet. I standardized the mobile build, release and compliance process so it could be presented as a capability behind new state contract bids, which is what turns an engineering practice into something the business can sell. I also set up the Apple and Google developer accounts for Centene and every health plan under it, so each plan shipped to the stores under its own brand rather than the parent company name.

The project I would point at from these years. Care managers assess members in their homes, and the assessment was hundreds of pages of paper. We put it on a managed Chromebook, with Google, and cut the time a care manager spent assessing a member and building their care plan by more than 80%. It has its own page, because the application was the smallest part of it: the same project had to solve hardware procurement, enterprise device security and private app distribution before a single question could be answered on a screen.

I built and led the cross-functional team that shipped a self-service AI health assistant, which cut call center volume by answering the questions members were phoning in to ask. This was years before the current wave, and the tolerance for a wrong answer was far lower: members were asking about their own coverage and care. That work is where my instinct for narrow scope and grounded answers started, long before I had a vocabulary for it. The same role carried an enterprise payment implementation, and the onboarding of a newly acquired team, for which I built the software development lifecycle framework that brought it in line with enterprise standards.

The last one was the organization itself. I built the standard engineering processes the web and mobile matrix teams worked from, so consistency did not depend on which manager you reported to, and defined the engineering metrics leadership used to make staffing and prioritization decisions with something other than volume. I created a Developer Assessment Framework that made role expectations explicit, built career plans and training programs for my reports, and hired across full-time and contingent staff against a cost target. The framework existed because "senior" meant something different to every manager in the building, and the engineers could feel it. We finished in the top 10% for employee engagement across the web leadership teams.