Accolade

Happy to run with my son for his first race to support #hopetravels5k #helphopelive

I’m proud to be part of a movement that’s transforming how people experience health and care. When Transcarent launched the WayFinding™ experience in 2024, we redefined what was possible with AI-powered healthcare navigation, and we haven’t stopped innovating since. By listening closely to our Members and clients, and applying cutting-edge technologies like agentic AI, we’re continuing to push healthcare forward. This is what people really need: an experience that anticipates what’s next and takes action on their behalf to help them move forward with greater confidence and less friction. Just Ask Transcarent. We’ll take it from here.

We’re building the future of health and care! By expanding the Transcarent WayFinding™ experience to include a partnership with SmithRx, we’re helping Members get the right prescriptions at the right price—without the usual confusion. I’m proud to be part of a team making pharmacy simpler, clearer, and more affordable for everyone. This is what changing the status quo in pharmacy looks like!

⚡ Who's heading to SWBA's 51st Annual Conference – THUNDERSTRUCK: Electrifying Employee Benefits?! I'll be at the Omni Oklahoma City Hotel May 6–8 and would love to connect while I'm there. If you're attending, let me know in the comments or shoot me a message — let's set up some time to meet up, swap ideas, and grab a coffee or two ☕ Can't wait to see what this year has in store! #SWBA #EmployeeBenefits #Thunderstruck #Conference #OKC

"We have one job - get TWO signatures on ONE piece of paper." - so said an early sales leader of mine (shout out James Kelly, MBA ). It sounds simple, but it's actually profound. Because it was shared in the context of the internal sale - and over time, I've realized just how much that holds up. The external sale is only half the battle. If you don't have internal alignment across the organization - Product, Finance, Clinical, Delivery - you don't have a deal. All you have is hope... The internal sale is the difference between deals that close and deals that actually stick, expand, and compound. The difference between indifferent customers and raving fans. Some of the most important deals I've been a part of required just as much internal alignment as external. When done well, you expand what your company is capable of. Frontline sellers have the unique privilege of shaping: * New pricing models that unlock different buyer segments * New delivery approaches that make previously "hard" deals winnable * Product feedback loops that sharpen the roadmap * Confidence that "we can do this again" with repeatability What separates a strong internal sale from a painful one? 1. Build relationships before you need them. If the first time you're engaging internal stakeholders is to "get approval," you're already behind (and likely slowing down your deal). 2. Translate the deal into their language and tell more than just the revenue story. Finance: margin, risk, repeatability Product: roadmap integrity, scalability Delivery: feasibility, operational load 3. Show the ROI of expanded capability. The best internal sales create leverage beyond a single deal - they make the business better, not just bigger. 4. De-risk early and often. Surface objections, tighten the story, and remove ambiguity before others have to. The best sellers I've seen aren't just great externally. They're exceptional at orchestrating internal alignment - turning complexity into clarity and hesitation into conviction. Because at the end of the day, we still have one job... Get two signatures. On one piece of paper. Funny the one-liners that stick with you throughout your career. Curious - what pearls of wisdom have stayed with you?

“People don’t Google anymore, they use AI.” I don’t think that’s true. AI is great for exploring. You ask questions, get ideas, narrow things down. But when you actually want to buy something, people still go to Google. Because the way people search changes when money is involved. It goes from: → “what’s the best CRM?” to: → “HubSpot vs Salesforce pricing UK” From: → “good headphones?” to: → “buy Sony WH-1000XM5 near me” That shift matters. One is curiosity. The other is intent. And intent is what drives revenue. AI isn’t replacing search. If anything, it’s sending more informed people into it. People who already know what they want. People who are closer to making a decision. So no, search isn’t going anywhere. If anything, it’s where the most valuable users still are.

Old habits are hard to break—even after the market has stopped rewarding them. For years, revenue was defined by one thing: new logos. Land the deal. Hit the number. Move on. And for a while, that worked. Capital was cheap, expectations were different, and growth—even if it was fragile—was enough. But the standard has changed. Today, boards aren’t asking how fast you’re growing. They’re asking whether that growth will hold. Whether it will expand. Whether it’s actually building enterprise value—or just pulling demand forward. That’s the difference between growth and durable growth. New logo growth still matters. It’s just no longer sufficient on its own. What’s interesting is that while the market has clearly shifted, many operating models haven’t. Sales teams are still optimized for bookings. Post-sale teams are still left managing the consequences. And leaders are still surprised when “strong growth” turns into churn and contraction—or worse, undermines their ability to win new logos in the next buying cycle. Because durable growth doesn’t get solved at renewal. It’s built much earlier—with a clear, disciplined ICP and with tight alignment between acquisition and post-sale teams. What gets sold has to be what can be delivered, adopted, and grown. Otherwise, you’re just pushing risk forward in the system—at the expense of your customers. The companies pulling ahead are operating differently. They’re treating revenue as a single system—with shared accountability for not just how revenue is created, but how it performs over time. Because in this market, growth that doesn’t hold isn’t growth. It’s value-destructive.