CHRISTINE GALLOWAY

Undertook a personal sabbatical to travel and complete a master’s degree in Organizational Leadership in healthcare at Johns Hopkins University.

In my role as the executive leader of divisional growth, I was tasked with overseeing provider network contracting and network management for the Medicare iSNP plan, and the growth of the ACO REACH Medicare program. My responsibilities included expanding the provider network through contracts to meet CMS adequacy standards for the Medicare Advantage iSNP plan and negotiating and managing the contracting requirements of specialty and facility partners aligned with the ACO REACH program. Furthermore, I had the responsible of overseeing the division’s sales and marketing strategy, sales operations, and provider development and education.

I was responsible for the success of the Medicare sales organization by providing leadership and direction to the regional sales leaders and to the external distribution leadership team, sales operations, and sales marketing. I was responsible for the execution of a national sales and marketing strategy and the execution of a successful customer acquisition channel strategy, requiring the negotiation of agency contracts, monetary investment with large distribution partners (IMO and FMO), and marketing investment tied to national strategic alliance partners.

I strategically leveraged relationships with large health systems and distribution entities in the build of scalable business strategies that created a competitive advantage. I was responsible for the strategy and the deployment of assets to both the distribution and network teams, and provided direction and guidance to the provider network leadership team on the compliant approach to complex strategies related to government contracts.

My responsibilities included the development and execution of a directional, multi-year national distribution strategy to drive accelerated, profitable growth, and channel management for the field marketing organization within the government segment. I was accountable for a defined broker strategy with an emphasis on growing geography and Medicare Advantage membership, expanding the external distribution footprint, and a targeted strategic growth strategy in support of risk-barring entities in complex markets.

I led a national brokerage team consisting of regional directors and state sales directors in support of a national co-op marketing and investment strategy, agency contracting and hierarchy expansion, and precision execution of marketing plans for strategic long-term growth.

Other responsibilities included the development and execution of the broker value proposition for IMO and downstream entities, an operating model to expand external partners to growth markets, operational oversight to ensure a standardized approach to account management, and the development of a cohesive accounts team in support of the hierarchy.

My responsibilities included the oversight of multiple market leadership teams and the strategic focus of the investment to drive multi-carrier distribution of Medicare lines. I was responsible for the strategic direction of the marketing investment, expansion strategy, and investment to drive strategic growth in coordination with carriers, multi-tiered IPA systems, and hospital systems sitting in shared and global risk contracts.

I was accountable for the deployment of assets across markets, the oversight of marketing, business development, cross-functional project management teams, contracting, and the compliance oversight of a sales force in AZ, CA, NV, HI, UT, ID, OR, WA, and CO, calling for a strategic product, market, and operational vision when executing on growth strategies to expand Optum distribution. Channel management, market-level budgetary oversight, and the negotiation of shared investment with network and agency partners were added responsibilities for my direct reports.

As the western region external distribution leader, I was responsible for agency contract negotiation, delegated channel management, the expansion of agency partners to growth markets, and the investment of co-op marketing dollars to grow targeted markets in support of sales goals in the states of AZ, NV, CA, WA, OR, ID, UT, and HI.

During the organization’s expansion to the state of CA and HI, I was tasked with the build of a standardized contract assessment process and compliant co-op marketing program that was used to expand the market, and that aligned with a network investment to reduce acquisition cost and operating expenses in an expansion market with risk-barring entities.

I led a team of state managers responsible for the build of the Independent Career Agent (ICA) channel in the Southwest Region for the distribution of Medicare and Medicaid product lines. Market leaders were responsible for the recruitment and contracting of the captive channel, the training and development of external agents, and channel management across the states of AZ, NV, and UT. Under my direction, the delivery of a national training platform, P&P for all markets responsible for managing ICA contracts, contract terms to include small agencies within the ICA channel, and the performance expectations aligned to external expansion goals, enhanced the performance of the channel on a national scope.

As the principal owner of a Medicare SGA agency, I held a captive contract with multiple downstream entities, forming a traditional Medicare Advantage hierarchy for the distribution of Medicare Advantage products in the states of SC, NC, GA, and AZ.