Roles at GoHealth

I am currently a Program Director for the Member Services Telecare Campaign. I lead and motivate a team of Program Managers, Team 3263Managers and Member Services agents to drive success and support continued growth. I continue to strive to make sure my managers and agents feel supported and they understand and are dedicated to our goal of retention and consumer engagement/satisfaction.

GoHealth has been an amazing company to not only work for but be a part of. They have showed me throughout the years that they truly care about the employees and always encourage growth from within. I started with GoHealth in 2013 on Captive Sales as an agent and never dreamed at that time how much I would grow within this company. Within a year I was promoted to a Sales Lead/Manager and continued to grow in that position over the next 2 years. In the beginning of 2016 I was offered the opportunity to take over the Member Services Department and help it grow. In 2018 I became a Program Manager and continued to help our team grow and lead the team in the right direction. In the beginning of this year I was offered the Program Director position for Member Services and was more than thrilled! I helped grow and mold the department into what it is today and GoHealth has seen and recognized my strengths, dedication and passion.

When I took over the Member Services department in 2016 the focus and drive was not where it needed to be. My goal was to make sure we understood the importance of true customer relationships, engagement and how it ties into retention and maintaining a book of business. A lot of focus was tied to obtaining new customers and leads but I wanted to shift the focus for Member Services to be on current customer satisfaction and on how to keep our current book of business. Helping the team understand the importance of retention and how it plays into our campaign and company.

“No matter how you feel – get up, dress up, show up and never give up” This is something that has always stuck with me. We all have our days where we feel tired or out of it and I always remind myself of this quote.

In my current role I work closely with Business Stakeholders, Engineers, and a number of other team members to shape the products that are our introduction to our customers. We’re tasked with creating the best first impression possible. Through research, experimentation, and teamwork, we have been able to achieve great improvement in this area. But, of course, we continue to work to be better.

It’s a 14 year journey, so I’ll just provide a quick overview. I was hired part time as a billing assistant in 2006 but sat with the Tech Support team because that’s where there was an open space. I ended up joining that team and a few years later I managed that group. From there, I moved into a number of other roles as the company grew, including Business Analyst, Scrum Master, and Product Owner. The many titles and responsibilities have allowed me to work on a number of interesting products and problems as well as work with some tremendous people.

One product I am very proud of is one that we built to better connect consumers and agents based on attributes of each person. This is something that I believe we will iterate on and improve for many years to come. I’m also excited for the work being done in our Growth Pods. These are cross functional teams that use experimentation to help create new products and features and improve on current ones.

In general, I am inspired by my co-workers and their passion to solve complex problems. It’s why I’ve stayed in one place for so long. But if I had to pick a quote it would likely be the old John Adams quote “Every problem is an opportunity in disguise.”

I am oversee the Member Services team here in Lindon. I currently have 62 agents and three managers on my team, but will have 80 agents and 5 managers by the end of summer. My team handles any post-sale concerns that clients have, including checking in with them and helping to drive higher policy effectuation and consumer retention rates.

I started with GoHealth as a manager with one of internal multi-carrier sales teams for open enrollment. When open enrollment for the insurance industry ended, I moved into an agent role. During my time with Captive U65, I learned so much about effective sales techniques and private insurance. I was given the opportunity in April of 2019 to start the Member Services team in Lindon. I started with 15 agents, both U65 and O65. I had had very little exposure to Medicare products, so I had to rapidly learn and get up to speed to effectively lead my team. I worked hard to become American Health Insurance Plan (AHIP) certified, and to understand how Medicare policies worked. From there, my team rapidly grew. By January 2020, I had 45 agents! I was moved to a Program Director role in February of 2020. I have also had the privilege of promoting three agents to manager roles! We now have three managers, myself, and 62 agents. We anticipate being at 80 agents by the end of the 2020 summer.

Working interdepartmentally can sometimes be a challenge. The worst thing that can happen is an “us against them” mentality. One of the best ways I find to innovate is to cultivate relationships with those in other departments. Get to know their processes, find out how we can work together, then identify and overcome pain points in working together. This helps to create a better flow of ideas and understanding, which always leads to new and innovative ways to approach things.

I have always felt that it is important to get to know someone as a person before you try to lead them. Understanding who someone is allows you to better understand their “why” and provide the best ways to motivate with them. It will also build trust and allow them feel supported, even when the message you have to deliver is not a positive one.

I manage the Revenue and Growth vertical within our Strategic Partnerships team. Our team focuses on understanding market trends and the overall healthcare value chain, developing strategies for GoHealth to expand its offerings and partnerships, and executing on identified growth initiatives. Like most roles at GoHealth, it’s a highly collaborative position, as I work cross-functionally to identify new opportunities and implement new strategies.

During my 5+ years with GoHealth, I’ve had the opportunity to broaden my experience and knowledge while simultaneously progressing my career. After a few years in consulting, I joined GoHealth’s corporate strategy team as a Strategy Associate, where I worked on a combination of higher-level strategic initiatives and operational improvement projects. This role gave me a deep understanding of GoHealth’s business model, exposure to various teams and their key objectives, and visibility into areas of opportunity throughout the organization. After working closely with our technology team on a couple of projects, I formally transitioned to a Product Marketing Manager role within the technology team, where I gained a deep knowledge of our technology stack and development processes while delivering impactful solutions to GoHealth’s enterprise clients. I now work as a Senior Director on the Strategic Partnerships team, originally managing one of the team’s Account Management verticals but more recently building out our Revenue and Growth team. My career at GoHealth has been a journey, and I’ve enjoyed the opportunity to build my technical knowledge, business acumen, strategic thinking, and operational prowess while contributing to GoHealth’s continued growth and success.

GoHealth is a highly innovative, forward-thinking organization – one of the key reasons I love working here. While innovation has been a key part of all my roles at GoHealth, it is truly my core focus as the vertical lead of our Revenue and Growth team. We are tasked with both strategic innovation – determining how GoHealth should continue to evolve to grow within the healthcare space – and operational innovation – working cross-functionally to establish new processes and solutions that support our growth objectives. It is a welcome challenge and great opportunity to continuously learn and think creatively about how we can create impactful solutions and drive progress in the healthcare market.

“Talk about your failures without apologizing.” (Brene Brown). I love this quote for a two reasons. First, it’s a call for people to be real, to not hide behind a mask of perfection, to recognize the humanity created by acknowledging that everyone makes mistakes. Second, it’s a reminder that failure happens, and that’s okay. Failure is a breeding ground for learning and growth, and it is absolutely inevitable when you’re exploring, innovating, and creating. If you’re not failing at something, you’re not pushing yourself hard enough.

I’m currently transitioning into a new role, leading the charge to set up a Growth Marketing team. The initiative puts our customers at the forefront by using data-driven, iterative testing to overcome areas of friction within our process and create value and scalability.

I started at GoHealth a little over 10 year years ago, as a Paid Search Analyst, and overtime would take on senior, manager, and director roles. For someone newly out of college, I was just trying to learn the ropes of digital marketing and get my feet wet.

People often ask me how I can stay at one company for so long. To that I respond: I was never bored. Changes in our product mix, the political landscape, and new waves of digital experiences, all adjusted what my job would be and how I would best interact with customers. Think about this for a minute, in 2010:

• Facebook was newly rolled out to college students, but advertising on the platform did not exist.
• Less than 10% of Google traffic was made up by mobile phones; now, it’s the overwhelming majority.
• Health Insurance shoppers could purchase Major Medical products year round – there was no open enrollment period to speak of.

For digital acquisition, our largest source of success over the last few years has been our ability to take a step back and get to know our customers – not just the platforms we work on. It’s our job to determine: What meaningful differences exist between customer personas? What are their wants and needs as related to our products? What hesitations are they exhibiting (at the ad, website, call, sales or retention level) and how can we overcome that? And what is the best way to collect and distill this information?

“Hard work beats talent, when talent doesn't work hard.”

In my current role I oversee a team that provides strategic sales support to a variety of areas of the business that are crucial to the success of our sales center. We partner with all business units at GoHealth and the sales team to achieve that goal.

I started at GoHealth as a Manager of Strategy and Operations back when our sales team was much smaller. I ran Strategy, Workforce Management (WFM), Data Analytics, and Operations for just internal multi-carrier sales teams, which at the time was around 100 agents in total. Since then we plan to grow to over 1,000 agents on the Captive programs in 2020, we built out centralized and dedicated WFM and Data Analytics departments, and the Sales Strategy and Operations team has grown as well.

Just about all challenges GoHealth is faced with requires an innovative solution. Some of the more recent solutions my team has supported have been creating a Jira Agent Onboarding Project to connect all aspects of an agents onboarding experience across multiple business units, developing call routing solutions to identify leads that will be competitive for specific carriers in targeted locations and sending them to agents who are best suited to handle them, creating a transparent and thoughtful career path for agents and managers to see GoHealth as a career and not a job, and finally building out a solution to auto-generate Sales Call QA results to be emailed to each agent individually.

My whole life I have been a huge baseball fan and it all started with watching Cal Ripken Jr. with my dad growing up. Cal Ripken Jr. holds one of the most interesting records in all of sports which has always inspired me; he played 2,632 games in a row in the MLB. Most records require world class skill, strength, speed, etc. but this record is all about determination, hard work, and attitude. He wasn’t necessarily the best player in all 2,632 of those games, but he was undoubtedly the hardest worker. That mindset, example he set, and results he ultimately achieved in a Hall of Fame career has inspired me my whole life in many different situations. I am such a big fan of his that my dad, brother, and I drove out to Cooperstown to watch Cal Ripken Jr. be inducted into the Hall of Fame.