I build healthcare companies from first principles. Hospice taught me what actually matters, so I build backward from that.
Joined July 2009. The old profile still signs off with the creed, sixteen years and counting.
SEE IT LIVE ↗ THE 2010s
Built a company on it, and wore it. Be Cool. Be Positive., Irvine: shirts, hats, and a community made to cure negativity. Maui, 2015.
THE TWEET, LIVE ↗
The domain comes home. This site lives at becoolbepositive.com, and the creed runs the whole estate.
YOU'RE STANDING IN ITMy career has run on two rails since 2006. Building post-acute care organizations from the inside, home health, hospice, palliative, assisted living. And building healthcare technology companies in between.
The full origin story, chess table and all, is in the letter.
Today I lead HealthView, a Southern California post-acute organization. Number 16 on Fortune's Best Small Workplaces. Number 97 on the Inc. 5000, the fastest growing home health and hospice company in the country. I did not inherit that culture. We manufactured it, measured it, and then built software around it.
Every requirement carries a person's name. If nobody will own it, we delete it. Delete first, simplify second, speed third, automate last.
Our raw material is a clinician hour. Our finished part is a clean, paid month of care. When the gap between them is wide, that is a process problem, never a people problem.
So at HealthView the clinical team is the executive team, inside the finance and technology decisions, and our products ship from the people who deliver care.
Fast on decisions we can reverse. Slow on the ones we cannot. Being wrong is fine. Being confident and wrong is the thing we fire ourselves for.
I walk an hour or more every day, usually with a founder's story in my ears, and the companies get run in my head before they get run in a meeting. The two-word thesis behind CultureAI came from months of those walks. So did the decision to buy the domain.
The ocean is the other half of it. The standard in our companies is simple: you enter someone's home, someone's hardest season, the way you would want your own family entered. Newport is where we work. Hawaiʻi is where I go to remember why.
The hit is not what defines a team. The recovery is.
Essays on culture as infrastructure, leadership from the bedside to the boardroom, and building organizations people don’t want to leave.
The Culture Lab series: practical frameworks from two decades of operating, tested in companies that live or die on their people.
