Proof, one engagement
at a time.

Three merged entities, hundreds of payer contracts, and no formal contract system or negotiation engine. A two-person team ran the payer lifecycle on PDFs and spreadsheets, with revenue leaking through missed negotiation windows, passed renewals, and reimbursement schedules the team could not reconcile against each contract.

The payer book they already had: 1,000+ agreements across drives, boxes, and laptops. Revenue cycle, operations, and finance set the operational priorities, with SharePoint as the primary repository. The client keeps the repository, the renewal matrix, and the final say at every checkpoint.

A new product launching with two major medical device manufacturers: four organizations, 15+ teams, $100M projected at stake for the primary buyer. A traditional PMO would add headcount and still miss the cross-functional risk.

Six workflows stood up on the internal tools the team already ran: Asana, Jira, Claude, Box, and the Microsoft suite. The PMO lead owns exceptions and the risk register. Every human correction teaches the system.

Up to 40% of users picked the wrong insurance plan and 7% could not find theirs, driving cancellations, provider churn, and missed revenue. Underneath, a decade-old database of ~12,000 plan records patched by manual research, offshore teams, and outside vendors.

The data-operations team moved from manual maintenance to high-judgment review. Product, operations, engineering, and data took the handoff with taxonomy, SOPs, and training, on the systems they already ran: their internal proprietary database and data lake, and the Microsoft suite. The growth came from data the business already owned.

A proven logistics, inventory, and supply-chain platform, redesigned and deployed for healthcare: statewide emergency preparedness and readiness across 8 regional coalitions, 8 health systems, and 2 state departments. Federal expansion is the long-term goal.

The client's existing platform did the heavy lifting, adapted rather than rebuilt. State health and technology departments, coalitions, and health systems align on one operating picture. We stayed on as the fractional AI arm, applying AI principles and practices to the system they already run.

Provider-market dominance, and a board mandate to take a risk adjustment product into payer segments the commercial team had never sold to. Started from no payer value proposition and no target list, in a crowded and maturing market.

Built around the client's own product, growth, and sales teams, with 15 voice-of-customer interviews reached through the 3Pillars network, VP to board level. The sales team kept and shaped the growth enablement kit; the board approved the roadmap.

Senior officers spent 30 to 45 minutes on every case review, and situational awareness was assembled by hand, district by district, hours late. Modernization had to happen inside the government's own environment.

The state's existing infrastructure and camera estate, kept: video intelligence runs above installed CCTV without replacing it. Officers' corrections retrain the models, and command reviews every flag.