Each case study documents a real challenge — how I framed it, what I decided, and what I learned.
Routine patient messaging was consuming staff time and producing inconsistent patient experiences — a system design problem disguised as an administrative one.
Open houses were generating attendance but not referrals. Providers left knowing what the clinic looked like — not what the work could do for their patients.
Five years, the same four physicians, and a 10% annual growth target. I worked two tracks at once: maximizing the capacity we had while attacking the reason we couldn't add more.