How I Got Here

I became an Executive Director of a skilled nursing facility before I turned 30. I learned fast, mostly from things that went wrong.

I started on the data side at TeamHealth. Clinical information management. It taught me how the numbers behind healthcare actually work. So when I moved into operations, I could read a building's health from a spreadsheet before walking the halls. At The Medical Resort I built corporate training programs across multiple facilities. That role showed me how organizations scale. And where they break.

I eventually became an Executive Director, first at The Medical Resort at Sugar Land, then at Bridgemoor Transitional Care. At Bridgemoor, I grew census from 40% to 90% occupancy in 14 months and led the facility through an M&A process. That experience shaped how I think about healthcare leadership. The operational intensity. The human complexity. The impossible decisions you make when real people are depending on the outcome.

Today, I'm a Senior Manager of Corporate Operations at Sevaro Health, a teleneurology company that uses AI to connect stroke patients with neurologists in under a minute. It is a different world from skilled nursing, but the core challenge is the same: building operations that actually serve patients well.

I started sharing what I've learned because no one told me any of this when I was coming up. The playbook for healthcare leadership, especially for women, doesn't exist yet. So I'm writing it.