Supporting a startup Medicaid MCO
The business plan and investor decks were factually accurate, but not quite capturing the vision. He had big-ticket decisions on technology and staffing. Outsource or buy the technology? The final pro forma hung in the balance. Key decisions had to be made quickly.
He needed help.
He had several consultants on board when he called me. Initially my scope was focused on tightening up the business plan – a process which involved asking a lot of “why” questions. I’m sure that line of inquiry got real old, real fast, but it worked. The process identified key gaps and potentially competing priorities.
He was going to need more information – preferably by someone who he knew and trusted, who understood the business, and had the connections and resources to start tackling the work, and perhaps most importantly; someone who would challenge him to stay true to his vision. Would I be willing to commute to Baltimore and pitch in?
The next ten months I helped the CEO: recruit key team members, source technology solutions, evaluate vendors, meet with community stakeholders, design care management & outreach strategies, and nurture the branding and messaging as the health plan began to take shape.
It was without question intense work. Lots of teeth gnashing, hair pulling and the occasional hurled invective. Ahem. But it wouldn’t be a true startup without everyone overcoming challenges and obstacles.