Employment and consulting
Requirements and delivery in specialty care
Project, requirements, and analytics work across Eye Care Partners, Conclusn, and Parable, described at the level confidentiality and the public record allow.
- QuestionRequests arrived as symptoms. The work was to find the decision, the people, and the information the decision actually depended on.
- RoleRequirements, healthcare project management, consulting delivery, and translation between clinical operations, business stakeholders, and technical teams.
- What I didDecompose the request into decisions, definitions, dependencies, and the smallest set of artifacts that lets the next group act.
- DemonstratesAmbiguity reduction and stakeholder translation in real operating environments.
The question
A project request in these environments often names a symptom: a report people do not trust, a workflow that depends on one coordinator, a requirement that means different things to the clinic and to the people configuring a system. The underlying need is usually a decision that several groups have to make with shared definitions.
The situation
Direct employment at Eye Care Partners (Reporting & Data Analytics Analyst, May 2020 to Aug 2022). Consulting and delivery through Conclusn LLC (Power BI Developer, then Analytics Consultant, Aug 2022 to Aug 2025) and Parable Associates (Project Manager, Sep 2025 to Jul 2026). Earlier FP&A internship at Medpace. Client organizations served through consulting remain confidential; specialty exposure includes ophthalmology, optometry, orthopaedics, dermatology, podiatry, and ambulatory specialty care. Cincinnati Eye Institute / CEI and CVP appear in that exposure history as environments associated with the work, not as a claim of direct employment at every named brand.
The system
Operators and clinicians across locations, administrators, analysts, vendor or internal technical teams, and the practice-management, EHR, project, and reporting tools those groups already shared. The interaction that mattered was rarely the tool alone. It was the handoff: who defines a term, who approves a change, and which number is allowed to move a decision.
My role
My work has included requirements gathering, healthcare project management, consulting, analytics, and translating between technical and business stakeholders. Titles and dates are in the career timeline on this site.
What I did
Treat the first statement of the problem as a hypothesis. Separate the decision to be made from the artifact someone asked for. Write the requirement so a person who was not in the meeting can tell whether it is satisfied. Keep the translation explicit when a clinical workflow term and a system field are not the same object.
The artifact
Requirements, coordinated delivery, and analysis intended for the people who had to use them. Client artifacts are not reproduced here. Consulting client identities stay confidential and are described by specialty and problem type only.
What changed, and what was learned
Quantitative results that belong on a resume are available on request. This case study does not reprint client-confidential metrics as anonymous success claims.
What this demonstrates
Moving between executive intent and operational detail without collapsing either one. The useful skill is not familiarity with a specialty's vocabulary. It is finding the structure of the request.