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Chief Operating Officer · Seattle

AmaraOkonjo-Reyes

Multi-site healthcare operations · Turnaround & integration

I take physician-led health systems that are being run as a trade-off between quality and margin, and prove that they aren't one. Three organizations, eleven years, no site closures.

Get in touch See the track record
2004 SCOPE OF OPERATIONS AOR EST. 2004
$310MP&L owned
2,400Employees led
34Sites operated
+19 ptsPatient satisfaction

01 — Approach

Margin and quality are the same problem.

Every struggling health system I have walked into was managing them as opposing forces — cut staffing to protect margin, then spend the savings on agency cover, turnover, and rework. The arithmetic never holds.

What works is slower and less dramatic. Find the operational failure underneath the financial one. Fix access before marketing. Fix the revenue cycle before pricing. Fix frontline management before engagement surveys. Then hold the standard long enough for the numbers to follow, which they do — at Meridian it took nineteen months, and we did it without closing a location or cutting a single clinical role.

I work best where the board has run out of patience and the staff have run out of goodwill, and where someone still needs to tell both groups the truth.

02 — Track record

Three problems worth showing.

OPERATING MARGIN · 19 MONTHS −4.1% +7.8%

Turnaround · Meridian

Profitability without closures

Two years of operating losses and no COO. The board expected site consolidation. Instead we rebuilt access, revenue cycle, and the frontline management layer, and left the clinical footprint intact.

19 months−4.1% to +7.8% margin on flat revenue
DAYS TO THIRD-NEXT APPOINTMENT 24 6 Q1 Q5

Access · 11 regions

One access center, eleven regions

Scheduling ran eleven different ways in eleven places, and patients waited nearly a month. Consolidation was unpopular for a quarter and uncontroversial after two.

$28Min captured demand, annually
CLEAN-CLAIM RATE 96% FROM 71%

Revenue cycle · System-wide

Nineteen million already earned

The money was not missing. It had been billed badly, denied, and written off. Rebuilding the cycle end to end recovered most of a year's worth of it.

$19Mrecovered from written-off receivables
“She told the board what the actual problem was in her second week, which nobody had done in two years. Everything after that was execution.”
Board Chair · Meridian Health Partners

03 — Experience

Twenty-one years, four organizations.

Every move has been toward larger operational scope rather than a larger title — which is why the P&L has grown faster than the résumé has.

01

Chief Operating Officer

Meridian Health Partners

2019 – Present · Seattle, WA

$310M P&L34 clinics · 3 states 2,400 employees9 direct reports
  • Returned the network to profitability in 19 months without site closures or clinical headcount reductions.
  • Integrated nine acquired practices — 340 providers — each within 120 days of close.
  • Cut voluntary clinical turnover from 27% to 12% by rebuilding staffing, differentials, and manager development.
  • Led the network to its first system-wide accreditation with zero conditions.
02

Senior Vice President, Operations

Northlake Care Network

2014 – 2019 · Portland, OR

$140M P&L18 sites900 employees
  • Led the operational integration of a merger that doubled the network, delivering $11M against $9M of projected synergies.
  • Designed the standard clinic operating model still in use across all 18 sites.
  • Built the network's first operations analytics function, from one analyst to seven.
03

Vice President, Clinical Operations

Cascadia Medical Group

2009 – 2014 · Portland, OR

$62M P&L7 sites380 employees
  • Grew ambulatory volume 46% over five years while holding cost-per-visit flat.
  • Opened three clinics on schedule and a combined $1.2M under budget.
04

Director of Practice Operations

Ridgeway Physicians Alliance

2004 – 2009 · Tacoma, WA

4 sites120 employeesPromoted twice
  • Moved from Practice Manager to Director in five years, taking on the full ambulatory portfolio.
  • Led the paper-to-electronic records transition with no drop in daily visit volume during cutover.

04 — Recognition & service

Awards, boards, and podiums.

Healthcare Operations Executive of the Year

Pacific Health Leadership Council · 2023

Turnaround of the Year, Ambulatory

Northwest Care Delivery Forum · 2021

Chairman's Award for Operational Excellence

Meridian Health Partners · 2020, 2022

Director, Pacific Northwest Ambulatory Care Council

2021 – present

Finance Committee, Cedarbrook Community Health Foundation

2018 – present

“Margin Without Cuts” — keynote

Northwest Care Delivery Forum · 2024