A Career Built at the Intersection
I trained as a physician and surgeon: the kind of clinical foundation that grounds everything else I do. Medicine taught me how to think under pressure, how to make high-stakes decisions with incomplete information, and what it means to be accountable when a decision goes wrong.
Before Oracle, I built operating experience inside digital health and health technology startups, holding VP and C-suite roles across multiple early-stage and growth-stage companies. That included one exit to private equity: the experience of building something, scaling it, and watching an institutional buyer put a number on what the team had built. It changes how you think about strategy.
Then I moved into enterprise health technology. I led product strategy for Oracle Health's clinical AI and digital transformation portfolio, one of the largest health IT platforms in the world. That experience put me in the rooms where policy gets written, technology gets sold, and care models get designed at scale.
I watched most of them fail at the implementation layer.
Not because the technology was wrong. Not because the strategy was bad. But because the people designing the systems had never actually practiced medicine; and the people practicing medicine had no seat at the table when the systems were designed.
I bridge that gap. That's what the last decade of my career has been about, and it's the entire premise of The Borderless Healthcare Revolution.
Now I advise health systems navigating AI adoption, payers redesigning care models, digital health companies trying to understand why their product doesn't stick inside a hospital, and investors who need someone who can tell the difference between a real use case and a compelling demo.
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