Rachel M. Richert

Established trend management infrastructure to standardize governance, operating model, and reporting across business units and key stakeholders. Developed systems to enhance cross-functional reporting efficiency. Created go-to-market command center to facilitate streamlined strategy execution. Transformed strategies into unified market narratives for improved stakeholder engagement.

• Led strategic initiatives to enhance member engagement and satisfaction.
• Oversaw compliance with healthcare regulations and internal policies.
• Collaborated with cross-functional teams on program development and execution.

• Serve as principal performance partner and executive coach to the EVP of Health Care Value, owning the end-to-end operating rhythm that aligns strategy, metrics, governance, and execution across multiple divisions.
• Designed and led a performance management system spanning KPIs, executive reviews, and accountability mechanisms creating clarity of priorities and materially strengthening cross-functional ownership.
• Scaled divisional performance systems into enterprise-wide trend management and performance governance model, synthesizing financial, clinical, operational, and market signals into unified executive insights.
• Owned divisional performance management and executive decision-making across health care value and enterprise trend management.
• Own preparation of high-stakes executive and board briefings, translating complex decisions and performance data into concise, narrative-driven materials to support timely decision-making.
• Proactively identify performance risks and emerging gaps; orchestrate cross-functional deep dives and course correction before issues reach critical thresholds.
• Partnered with analytics, operations, policy, network, and pharmacy leaders to convert data into actionable insights, bridging analysis and execution.

• Operated as operational extension of SVP, executing strategic initiatives, managing operating cadence, aligning leadership across newly created Care Delivery division to enhance collaboration and streamline operations.
• Directed post-acquisition integration, establishing performance and governance mechanisms across subsidiaries to ensure alignment with strategic objectives.
• Conducted executive performance reviews, synthesizing complex issues into clear options and actionable recommendations for senior leadership to inform decision-making.

• Monitored industry and market dynamics to shape enterprise strategy and performance priorities.
• Produced executive-ready briefs and presentations that translated external trends and internal performance into actionable insights for senior leaders.

• Built and led a national PMO and Performance Improvement Office, overseeing complex, cross-functional initiatives across operations, finance, and IT.
• Applied Lean methods to drive measurable performance improvement, operational efficiency, and scalable growth.
• Established standardized performance tracking and executive reporting for enterprise initiatives.

• Principal advisor to the President on enterprise performance, strategy execution, and operating discipline.
• Led enterprise continuous improvement efforts to strengthen access, quality, and patient experience.
• Designed and embedded performance management systems across clinical and administrative departments.