JJD

Healthcare Growth Executive

I build healthcare
organizations.
Not in theory — in practice.

Fifteen years driving growth and transformation across behavioral health, hospital systems, government, and payer-funded models. I turn complex, regulated organizations into sustainable growth platforms.

Start a conversation See the impact

LCPC• LMHC• M.S. Counseling• MBA Candidate• Cornell Corporate Finance

Profile

My background is unusual: a dual-licensed clinician who moved into executive leadership and never looked back.

That clinical foundation gives me something most growth executives don't have — I understand the work at the ground level, which means I build sustainable models, not just revenue targets. Over the past fifteen years I've structured enterprise partnerships, deployed AI across clinical teams, launched an innovation institute from scratch, and structured acquisitions that scaled without destroying what made the acquired practices work.

I've operated across every model in healthcare — nonprofit, for-profit, government, payer, military, and contract — across three states and two countries. I'm most interested in CEO and senior executive roles at growth-oriented healthcare organizations, PE-backed behavioral health platforms, and VC-backed health tech companies where clinical credibility and operational scale intersect.

Measured Impact

$15M+

Organizational revenue growth driven, from $6M to $21M over five years

600%

Geographic expansion, scaling a school-based model into seven states

$6M+

Enterprise contracts structured across payer, municipal, and state partners

150

Clinical staff enabled by AI documentation, cutting documentation time 75%

$3M

Startup capital secured to build an Innovation Institute from the ground up

Outpatient practices acquired and integrated via an A-side/B-side model

Case Studies

Five platforms built across two organizations. Each one started as a structural problem — fragmented revenue, a model that would not scale, a system that could not absorb growth — and ended as operating infrastructure that held.

Revenue Architecture Across Payer, Public, and Contracted Streams

A top regional community mental health system lacked predictable, scalable revenue. Funding was episodic and payer alignment was fragmented across programs.

What I did Architected and executed $6M+ in enterprise contracts, built a $1M+ recurring pipeline, and embedded $750K in state earmarks across payer, municipal, and state channels. Aligned reimbursement models with EHR workflows and secured clinical adoption program by program.

$7.75M+Combined contract value

24 moBuild across channels

~50%Revenue growth

Multi-State Scaling for School-Based Mental Health

Proven in-state programs could not scale. Healthcare reimbursement and education system funding were structurally misaligned, and no one had bridged them.

What I did Translated reimbursement structures into scalable district partnerships, expanded the delivery model across state lines, and integrated multi-state program tracking into EHR systems while securing cross-state clinical adoption.

1 → 7States

$2M+Annual contract value

600%Geographic growth

A-Side/B-Side M&A Integration and Market Consolidation

A Mid-Atlantic provider pursued growth by acquisition in a fragmented outpatient market — inconsistent operations, limited scale, and revenue left on the table across independent practices.

What I did Led post-acquisition integration of five outpatient practices through a structured A-side/B-side model. Practices kept their brand and clinical identity while financial operations and administrative infrastructure moved to centralized management. Integrated revenue cycle operations and secured clinical adoption across every acquired entity.

5Practices integrated

~40%Capacity increase

$500K+New annual revenue

Margin Optimization Through Care Model Redesign and AI

High-cost utilization and administrative burden were capping system capacity and financial performance. Adding staff was not a viable answer.

What I did Built a high-risk population care model and implemented AI-enabled documentation across clinical teams — integrating the workflows into existing EHR systems and, more importantly, securing clinician adoption in a setting where skepticism about automation runs highest.

~$21MSystem savings

~25%Capacity gain

12 moImplementation

Crisis Infrastructure and Public Sector Contracting

A state behavioral health system needed coordinated crisis response across fragmented law enforcement and emergency response entities that had never operated from a shared protocol.

What I did Launched one of Maryland’s first 988 crisis lines, consolidated municipal police, sheriff, and county contracts into a single bundled agreement, and built the ongoing crisis response training program for law enforcement.

~2,700Officers trained annually

12–18 mo988 launch & consolidation

Multi-agencyBundled contract

Experience

2023 — Present

Chief of Strategic Partnerships & Innovation

The Brookline Center for Community Mental Health

Lead strategic growth for a $20M+ behavioral health organization across partnerships, business development, innovation, and external affairs. Primary driver of growth from $6M to $21M. Deployed AI documentation across 150 staff and launched a Harvard AI governance pilot.

2021 — 2023

Chief of Staff to the CEO · Interim Clinical Director

The Brookline Center for Community Mental Health

Secured $3M in startup capital and built the Innovation Institute from scratch, growing it to ~15% of total organizational revenue. Launched a public-funded urgent care program that reduced ED utilization ~20%. Rebuilt outpatient operations across 85+ clinical staff.

2018 — 2021

Director · Assistant Director

The Affiliated Santé Group

Led growth strategy for a multi-site organization serving 1.2M people. Structured and led the acquisition of five outpatient practices using an A-side/B-side integration model. Directed a $2.5M crisis portfolio and secured $445K in federal funding.

Where I Operate

Growth & Strategy

Enterprise partnerships & revenue architecture
Payer strategy & contracting
Acquisition structuring & integration
Multi-state program scaling

Innovation & Technology

AI governance & implementation
Operational systems & infrastructure
Design thinking & Lean Six Sigma
Data-driven impact measurement

Healthcare Models

Community behavioral health
Hospital & facility-based care
Government & military health
Payer & insurance-funded programs

Let's build something
that lasts.

Open to CEO and senior executive conversations at growth-oriented healthcare organizations, PE-backed platforms, and health tech companies.

drake.james.j@gmail.com

Massachusetts • Open to relocation • Remote & hybrid

I build healthcareorganizations. Not in theory — in practice.