Victoria Goodwin, MBA, MA, RDN, LDN

Partnered with founders to establish scalable behavioral health operations through organizational design and KPI development.

• Increased intake conversion from approximately 20% to over 40% with 3 months
• Contributed to revenue growth of about 10% via operational optimization and clinician utilization.
• Created executive KPI dashboards for enhanced performance tracking.
• Redesigned workflows to improve efficiency and reduce bottlenecks.
• Developed leadership accountability framework to enhance team performance.
• Optimized hiring and onboarding processes for better talent acquisition.
• Enhanced customer experience and operational visibility through strategic initiatives.

• Designed operational blueprint with go-to-market strategy, pricing model, subscription framework, and monetization roadmap to support scalable growth.
• Positioned organization for 20,000+ early adopter growth strategy and long-term enterprise valuation expansion.
• Established governance structure, reporting cadence for board readiness, and KPI dashboard architecture to enhance strategic oversight.
• Established governance structure, board-ready reporting cadence, and KPI dashboard architecture.
• Positioned organization for growth strategy targeting 20,000+ early adopters and long-term enterprise valuation expansion.
• Developed early-stage digital wellness platform to enhance health optimization solutions.

• Executive leader of $100M+ post-acute medical organization delivering Chronic Care Management (CCM), Behavioral Health Integration (BHI), Remote Patient Monitoring (RPM), and value-based care services across 100,000+ patients nationwide.
• Architect of enterprise Population Health strategy supporting transition to value-based reimbursement models.
• Led enterprise implementation and scale of Behavioral Health Integration (BHI), Remote Therapeutic Monitoring (RTM), and Transitional Care Management (TCM), expanding reimbursable service lines and diversifying recurring revenue streams.
• Drove enterprise revenue expansion from ~$10M to $100M+ within 12 months, sustaining consistent month-over-month growth and extending scale to $150M in recurring revenue.
• Improved gross margin from 25% to 61%, materially increasing EBITDA contribution and enterprise valuation.
• Accelerated client implementation from 90 days to 30 days, improving speed-to-revenue and cash flow stability.
• Expanded national footprint to 100,000+ patients across 1,000+ post-acute facilities.
• Scaled workforce 150% while maintaining >90% retention and improving productivity per FTE.
• Established ACO Steering Committee and Clinical Quality governance structure to enhance cost management, utilization oversight, and quality accountability.
• Built ACO & Quality Metrics operational lane to enable organization’s transition to standalone ACO by 2027.
• Designed enterprise risk framework evaluating upside-only vs. upside/downside risk structures and TIN positioning strategy.
• Built ACO & Quality Metrics operational lane to position organization for standalone ACO formation (target 2027).
• Led integration of EMR and reporting platforms (PacEHR, MatrixCare, SigmaCare, Yardi) to support MIPS, ACO, and CMS reporting requirements.
• Implemented Complex CCM (CPT 99487/99489) strategy with financial modeling and revenue cycle validation.
• Spearheaded Treat-in-Place outcome tracking initiative connecting RPM alerts to reduced hospitalizations.
• Developed structured SLAs and client performance frameworks driving measurable contract retention and expansion.
• Spearheaded Treat-in-Place outcome tracking initiative linking RPM alerts to hospitalization avoidance outcomes.

• Standardized clinical programming across multi-state footprint, implementing evidence-based models (DBT, CBT, ACT) to enhance clinical outcomes and increase census growth.
• Oversaw clinical operations, workforce planning, budgeting, quality, compliance, and regulatory readiness across inpatient, PHP, and outpatient service lines.
• Oversaw clinical operations and workforce planning, managing budgeting, quality, compliance, and regulatory readiness for inpatient, PHP, and outpatient service lines.
• Strengthened payer alignment and reimbursement integrity through effective contract oversight and targeted utilization management improvements.
• Strengthened payer alignment and reimbursement integrity through contract oversight and utilization management improvements.
• Implemented enterprise-wide quality governance framework to ensure CMS, Joint Commission, and accreditation compliance.
• Drove operational standardization and reporting visibility to executive leadership and board stakeholders.
• Partnered with marketing and business development to support geographic expansion and new site integration.

• Executive leader for $50M national in-home care management and primary care organization serving high-acuity, dual-eligible, and medically complex populations.
• Designed and deployed scalable operating model supporting 900% enterprise growth within four months.
• Increased revenue 20–25% through workflow redesign, field scheduling optimization, and technology-enabled productivity enhancements.
• Implemented Six Sigma methodology and KPI governance systems, enhancing financial transparency and operational accountability.
• Established functional areas (product management, training, process excellence) to support enterprise scaling efforts.
• Partnered with Sales and Finance to secure new payer contracts, expanding existing client relationships.
• Partnered with Sales and Finance to secure new payer contracts and expand existing client relationships.
• Improved Net Promoter Score (NPS) to 9/10 through structured quality and performance improvement initiatives.

• Facilitated Pennsylvania market's attainment of 4-Star CMS rating through targeted HEDIS, STARS, and quality improvement initiatives.
• Contributed to Pennsylvania market achieving 4-Star CMS rating through focused HEDIS, STARS, and quality improvement strategy.
• Directed risk adjustment and HCC capture initiatives improving documentation accuracy and reimbursement integrity.
• Oversaw vendor performance and ensured contract alignment to enhance quality and population health outcomes.
• Managed vendor performance and contract alignment for quality and population health initiatives.
• Created provider-facing performance reporting tools to enhance documentation accuracy and optimize quality outcomes.
• Developed provider-facing performance reporting tools to drive documentation improvement and quality optimization.

• Elevated facilities from 3-Star to 5-Star CMS ratings within three years through quality improvement and operational discipline.
• Ranked region #1 in division for clinical performance outcomes.
• Led regulatory compliance strategy across CMS, NCQA, Joint Commission, and state oversight agencies.
• Managed care agreements and financial reporting while optimizing productivity and developing workforce capabilities.
• Strengthened interdisciplinary collaboration among physicians, nursing, and allied health professionals, enhancing patient outcomes and reducing utilization rates.
• Achieved high patient and employee satisfaction metrics through cultural and workflow standardization initiatives.
• Executive leader overseeing multi-site dialysis operations with full P&L responsibility and 50+ clinical staff across multiple facilities.