Cloud Medical · Director of Operations
2024 – 2026Three-location direct primary care practice, 15-person team, Boulder, CO
- Grew annual revenue 36%, from $2.4M to $3.27M, and doubled net margin from about 8% to about 16%.
- Raised revenue per member per month from about $121 to $165 while leading a membership price change from $94 to $128 with under 2% churn.
- Consolidated six systems into one EMR and patient portal; wrote the rollout plan and trained staff and patients.
- Defined company KPIs from business goals and built the workflows to report them, giving leadership its first view of churn risk, per-member revenue and operating costs.
- Cut cost of goods sold 40% through staffing changes, lab workflow redesign and vendor consolidation.
- Redesigned the org chart around data on each role's work; hired two physicians and an office manager and grew the team from 11 to 15.
- Owned the full talent cycle: hired to roles defined from real work data with AI-ranked applicants, built role-specific onboarding with video training and a 90-day plan, ran weekly 1:1s, and created the company's first performance review cycle; rebuilt about 60% of the team over 18 months and promoted from within.
- Built the first member lifecycle: the company's first CRM, an onboarding email sequence and a Google Ads pipeline.
- Created a Master SOP as the single source for processes, KPIs and vendors, with an AI assistant that answers staff questions.
Examples & case studies · 5
A price increase members stayed for
- Challenge
- Membership needed to go from $94 to $128 a month, a 36% increase. We planned for up to 15% of members to leave.
- What I did
- Aligned the whole team on one message, wrote scripts for every question members might ask, and rolled the change out in stages.
- Result
- Fewer than 2% of members left, and revenue per member rose from about $121 to $165.
Six systems into one, during a full schedule
- Challenge
- Referrals, diagnostics, prescriptions, billing, messaging and staff tasks lived in six tools. Nothing could be measured.
- What I did
- Wrote the rollout plan, built separate training for staff and patients, and set up templates so the new system saved time on day one. I called patients who felt the portal was less personal and added post-visit follow-ups and progress handouts.
- Result
- One operating system for the practice, and the clean data that made KPIs and AI tools possible.
Building a KPI system from scratch
- Challenge
- Leadership could see money in and money out, and not much else.
- What I did
- Asked leadership what they wished they knew, turned each goal into a KPI with an owner and a target, and built the data workflows to measure it. Added a survey after every visit: five-star responses were invited to leave a review, and anything lower got a personal call from a manager.
- Result
- Every initiative named the KPI it was meant to move, and results were reviewed against targets instead of gut feel.
The hire that wasn't the answer
- Challenge
- The team was stretched, and the plan was to hire another front desk and membership role.
- What I did
- Built a capacity analysis from three sources: the visits members were promised, the visits they used, and appointment and phone data.
- Result
- The conversation moved from one hire to the real decision: how membership should be scoped, staffed and priced.
New revenue without new members
- Challenge
- Grow revenue while membership held roughly flat.
- What I did
- Launched a peptide monitoring cohort, moved lab ordering to Fullscript in one month, and built a white-label health share and HSA offering with HSA for America.
- Result
- The first cohort sold out and brought in $60K. Fullscript added about $10K a month at no cost. The HSA offering lowered estimated monthly healthcare spend 30% for the 55% of members who joined it.