Carmen H. Rodewald

• Management and Alignment – Value Based Systems of Care –, Serve as chief of staff for National VP between staff and partnering organizations
• Plan, direct and support administrative operations, financial budget management and daily operational activities for the VBSC team
• Coordinate annual business planning meetings and rollout activities; MBO’s
• Coordinate and create alignment across RVPs, LOB VPs, Tech VPs to support optimal execution strategies via Sr
• Leadership and stakeholder meetings & communications
• Manage senior executive level communications, program status reporting and program marketing (internal and external)
• Coordinate with HCE / Data Analytics team on behalf of VBSC team SOW
• Manage national operational tools and standard operational procedures / SOPs
• Manage workforce management process, tools and support, including Inter-segment agreements with Optum (OAS, OGS, etc.)
• Manage the Net Promoter Program for VBSC across all models and customers
• Spearheaded cross-functional initiatives across departments to achieve business goals for bottom-line profits.
• Aligned organizational objectives with company mission to increase business growth and integrate work strategies.

• Structured, resourced and managed a team of [22] FTE & contractors to support speed to market and strategic technology needs for Accountable Care Organizations/ACO and Patient Centered Medical Homes/PCMH
• Managed a large scale, Population Health Platform/PHP program with objectives to build a scalable, practice facing platform supporting broad Provider and Value Based Contracting programs with Line of Business requirement nuances: ACO, PCMH, Health Homes, Community Care Organizations/CCO, Optum Direct to State, Optum Local Care Delivery, etc
• Developed relationships and coordinated governance across all UHC Lines of Business, and Optum to create a “better together”, collaborative set of priorities and solutions supporting PHP
• Obtained executive approval on PHP capital funding request presented with a sliding scale benefit realization case in partnership with the ACO operations team
• Considered ACO savings/growth targets, developed technology capability roadmaps & migration plans, and proposed a 4 year capital spend of $28M to obtain $300M in medical costs savings over 5 years
• Met aggressive delivery timelines for speed to market technology solutions to address critical capability needs for the ACO Clinical Transformation organization as they rapidly learned and adjusted processes to best support ACOs and ACO contracts
• Additionally created migration plans to support movement to scalable solutions to address projected growth needs
• Stood up an operational, end to end process to best support customer intake of ideas, prioritization of requests, systems development, and support for end users deployed on tools with education, communications and ongoing tool support
• This process supported ACO and non-ACO users [~3000] on the iPCA, UHC Care Transitions, and Accountable Care Population Registry tools
• Strategic Services, Small Business Growth
• Built cohesive teams and devised clear, actionable plans to meet program goals.
• Mentored departmental personnel in achievement of program development and delivery objectives.

• Innovation & Customer Strategy Lead – UCS Clinical Business Enablement, Developed new product concept, piloted and lead scaled solution for a tool used by multiple organizations to support Accountable Care Organization goal setting, clinical action plans and performance management
• Program Lead for the ACO Savings Planner tool which
• Sr
• Director - Clinical Technology Enablement – UCS ACO / Clinical Transformation
• Directed design and execution of business transformation initiatives to drive performance, profit optimization and growth opportunities.
• Drove strategic improvements to enhance operational and organizational efficiencies.
• Led development of business operation processes and policies.
• Set strategic plans and [Type] goals to strengthen operations and drive growth.
• Instituted formal operating procedures and enforced adherence to policies and regulations that impacted bottom-line.
• Strategized and executed business plans for customer operations design, development and maintenance.
• Assisted with sales and marketing strategies to foster achievement of revenue goals.
• Monitored expenditures to mitigate risk of overages.

Program managed the innovative large scale Multi-Choice program; a 4 year, $22M program providing small employer groups a choice of multiple medical offerings, with a defined contribution and controlled risk

• Developed an innovative Multi-Choice medical product offering, with transformative ability to serve small group employers and improve small group renewals
• 40M in annualized savings, $200M over 5 years
• Developed, implemented and managed a transformed and automated renewal package program, simplifying and personalizing the renewal to meet customer specific characteristics
• Created, deployed and measured success of multiple pilot programs used to learn of market readiness for change and improvements: Limited Distribution Quoting Tool; Online Enrollment Tool; Renewal Process Transformation
• Utilized cross-functional strategies with Sales Operations, Product Development, Actuarial and Marketing divisions to create solutions to systematize a new medical product offering for small provider organizations.
• Managed capital cost benefits analysis, financial budget and forecasts, and benefit tracking over 4 year business development period.
• Negotiated program contracts and SLA (service level agreements) to obtain cost-effective pricing of vendor creation and distribution of UHC small group renewal mailing packages.
• Board of Directors review and approval of new renewal process

• Managed team of [32] project managers, business analysts, customer support and reporting analysts supporting several healthcare sales customer relationship (CRM) and broker commission tools
• Established and instituted a customer request intake and workflow management process which improved internal client satisfaction and significantly reduced TAT of customer requests and issues
• Authored wide-ranging business cases for capital funding, roadmaps, determining how technology would be integrated into business operations for maximum return on investment (ROI).
• Product enhancements resulted in improvements to the sales pipeline, relationship management, sales activity management, and sales commissions satisfaction

• Oversaw large portfolio of projects to support teams, manage progress, and influence positive outcomes for key stakeholders.
• Developed and maintained project budgets to control costs and meet organizational and project goals.
• Developed and provided monthly scorecard to report trends, metrics and continuous improvement implementation plans to the CIO
• Projects included: SalesForce Rosetta, Online enrollment / OLE, UHCOnline Provider Portal, MyUHC.com, and the COSMOS Y2K project coordinating interface dependencies with: UHB, EmployerLink, WebMD/ProviderLink, APT, CPW, QSTAR, Adjudipro, LetGen, PARIS, PARS, EPD, DSS/Galaxy, and multiple financial systems
• Adopted a rapid, iterative application development methodology used to plan and manage multiple concurrent releases to maximize resource support and speed to market solutions