Jamie Bittner

Leading strategies at UnitedHealthcare to drive end to end consumer changes in healthcare engagement, delivery and costs.

• Currently owns roadmap and portfolio of features in UnitedHealthcare that have highest utilization and transactional volume across all of UnitedHealthcare Business. Contributing to increases in digital utilization up to 1.5M unique portal visitors (+15% YoY), NPS of 38, (+4 YoY), Satisfaction 60% (+2 YoY), Task Completion Rate 80% (+1 YoY) and Ease of Effort 76% (+1 YoY).
• With ever changing healthcare landscape and user feedback consistently coming in, focused on continued iterations in user experience to help providers better serve UnitedHealthcare members. Primary goals are to increase digital users, drive operational costs down and to support market and membership expansion. Partners closely with product design, engineering and architecture leadership to evolve product and technology vision, building sustainable and dynamic solutions.
• Responsible for 8-figure budget associated with portfolio of capabilities
• Works to strategically drive joint value proposition across UnitedHealthcare and UnitedHealth Group through key digital integrations that generate enterprise value and consumer engagement.
• Owns various key stakeholder and partner relationships with Commercial, Medicare, Medicare businesses, Service Operations and UnitedHealth Group.
• Successfully able to retain and grow talent. Built and manages team of 30 product managers, product owners, and 11 project managers, and 7 EDI support leads providing product direction, and serving as coach, mentor and escalation point.
• Drove strategic improvements to enhance operational and organizational efficiencies.
• Prioritized and allocated valuable resources to meet business targets.
• Fostered work culture of collaboration and inclusion to increase morale and reduce turnover

Responsible for developing foundation for digital transformation with goals to launch digital consumer tools over a foundation for digital transformation with goals to launch digital consumer tools over a 2-year period.

• Managed daily operations while overseeing multiple locations to foster increased productivity.
• Worked closely with organizational leadership and board of directors to guide operational strategy.
• Monitored office workflow and administrative processes to keep operations running smoothly.
• Oversaw operations and provided corrective feedback to achieve daily and long-term goals.
• Leveraged professional networks and industry knowledge to strengthen client relationships.
• Formed strategic partnerships and connected with potential clients to drive business development.

• Responsible for leading cross functional team of Program Managers servicing UnitedHealthcare core operational business teams in successful implementation of strategic and regulatory organizational initiatives.
• Increase of Major Business Objectives (MBO) performance from 75% compliance to 91% compliance in less than one (1) year.
• Developed Claim Rules Engine program from ground up, laying out framework, and defining roles.
• Provided ongoing direction and leadership for program operations.
• Monitored program performance to identify areas for improvement.
• Developed and implemented program goals and objectives, establishing specific and measurable outcomes aligned with organization's overall mission.
• Scheduled and supervised staff meetings to discuss new ideas and update participants on program details and milestones
• Collaborated with various teams to uncover issues, identify applicable solutions, and offer guidance
• Provided ongoing direction and leadership for program operations
• Developed Digital Readiness program from ground up, laying out framework, and defining roles

Responsible for developing strategies and aligning work to achieve goals, and managing special projects and other duties as requested to support needs of organization.

• Responded rapidly to market shifts to make changes to corporate processes.
• Evaluated impact of process change on overall operation and determined return on investment.
• Managed change among staff to achieve buy-in and cooperation and overcome resistance.
• Promoted change through positive promotion, benefits demonstration and interactive approach.
• Decreased operating costs by over 50% with release of streamlined processes