Amara Okonjo-Reyes

Meridian Health Partners — Seattle, WA

$310M P&L · 34 clinics across 3 states · 2,400 employees · 9 direct reports

Recruited by the board after two consecutive years of operating losses and the departure of the prior COO.

• Returned the network to operating profitability in 19 months, moving margin from −4.1% to +7.8% on flat revenue, without site closures or reductions in clinical headcount.
• Consolidated 11 regional scheduling operations into a single access center, cutting time-to-third-next-available appointment from 24 days to 6 and adding $28M in captured demand annually.
• Rebuilt the revenue cycle end to end — clean-claim rate from 71% to 96%, days in A/R from 62 to 31, and $19M in previously written-off receivables recovered in the first year.
• Raised system-wide patient satisfaction from the 41st to the 88th percentile over four years, and led the network to its first system-wide accreditation with zero conditions.
• Integrated 9 acquired practices — 340 providers total — onto a single clinical and financial platform, each within 120 days of close and with no measurable productivity loss.
• Cut voluntary clinical turnover from 27% to 12% by rebuilding the staffing model, the differential structure, and the frontline manager development program.
• Present operating performance to the board quarterly and serve on the finance and quality committees.

Northlake Care Network — Portland, OR

$140M P&L · 18 sites · 900 employees

• Led the operational integration of a merger that doubled the network, delivering $11M of the projected $9M in synergies within the first year.
• Designed the standard clinic operating model still used across the network — staffing ratios, daily huddles, and a single performance scorecard adopted at all 18 sites.
• Reduced supply spend by $6.4M (14%) through consolidation to two distributors and a physician-led preference-item review.
• Built the network's first operations analytics function, from one analyst to a team of seven producing daily site-level performance reporting.

Cascadia Medical Group — Portland, OR

$62M P&L · 7 sites · 380 employees

• Grew ambulatory visit volume 46% over five years while holding cost-per-visit flat.
• Opened three new clinics on schedule and a combined $1.2M under budget.
• Introduced the group's first quality incentive program, tied to five measures, with 94% provider participation by year two.

Ridgeway Physicians Alliance — Tacoma, WA

4 sites · 120 employees

• Promoted twice in five years, from Practice Manager to Director with responsibility for the full ambulatory portfolio.
• Led the alliance's transition from paper to electronic records across all sites with no reduction in daily visit volume during cutover.