Areas of Expertise

An ePRO program starts with a simple commitment: what patients report about their symptoms should reach the people who can act on it, in time to matter. Everything else follows from that. I work on the design decisions that make the commitment real in day-to-day care: which questions are asked and how often, how responses are scored and routed, who reviews them, and what happens when a report crosses a threshold.

Those decisions are clinical and operational at the same time. A questionnaire that is thorough but burdensome goes unanswered. An alert that reaches no one changes nothing. I bring the clinical team, the patients who will answer, and the people who own the workflow into the same conversation early, so the program is built around how care actually runs.

The result I aim for is unremarkable in the best sense: patient-reported data that arrives where it is needed, is reviewed as part of routine work, and is trusted by the clinicians who use it.

Monitoring only helps if someone can respond. I design symptom monitoring models around the response: who receives a report, how quickly, what they are expected to do, and how the load is shared so it stays manageable as the program grows.

That means matching the model to the setting. A single clinic and a multi-site system need different routing, different staffing, and different escalation paths. I pay attention to the details that decide whether a program is sustainable at scale: coverage on evenings and weekends, what happens when a patient stops responding, how outreach is documented, and how the team knows the system is working.

Patient engagement is part of the design, not a campaign added later. Patients keep reporting when they can see that their reports are read and acted on, and when the reporting itself is easy.

The people who will live with a program know things about it that no requirements document captures. Patients and caregivers know what a symptom report feels like to complete on a hard day. Nurses, navigators, and outreach coordinators know where the day already has no slack. Pharmacists, APPs, and physicians know which alerts they will act on and which they will learn to ignore. IT partners know what the platform can and cannot do. Leaders know what can be resourced.

I bring those groups together early, before the design is fixed, and keep them involved as the program takes shape. Co-design is not a single workshop. It is a way of working that treats frontline experience as evidence and makes room to change course when that evidence says the plan will not hold.

I build programs this way so that the people who use them have helped decide how they work.

Complex care asks a great deal of patients: appointments across specialties, results to interpret, medications to manage, and questions that arrive at inconvenient hours. Navigation is the work of making that path clearer, and patient experience is the measure of whether it felt clear from the patient’s side.

I design navigation systems that keep communication, access, coordination, and experience at the center. That includes how patients reach the team between visits, how the team closes the loop, how handoffs are made visible, and how the experience is measured in ways patients recognize as true.

Digital tools can extend a navigator’s reach, but they cannot replace the relationship. The systems I build are meant to protect the time for that relationship rather than consume it.

Evidence tells us what works under study conditions. Implementation is the discipline of making it work under real ones, with the staff, systems, and constraints a health system actually has.

I translate evidence-based interventions into workflows that can be implemented, measured, refined, and sustained. In practice that means clear roles and handoffs, metrics that the team can see and act on, training that fits how people learn on the job, and a plan for what happens after the launch energy fades.

Scale is a design question from the start. A program that depends on one dedicated champion, one site’s quirks, or unfunded extra effort will not survive the move to a second site. I plan for the second site, and the tenth, while the first is still being built.