A Day in the Life of a Head of Transformation at Optum
A Head of Transformation at Optum spends the workday heavily involved in "stakeholder management," meeting with leadership and teams to strategize long-term integration goals and address immediate quarterly performance. This includes leading projects focused on employee transition, and utilizing "modeling and analytics" to quantify the value of integration for patients and the business.
Stakeholder Management, Data Analysis, Project Management, Leadership, Strategic Planning
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Zach Goldman
Head of Transformation
Optum
USC, 2007
UCLA Anderson MBA
Political Science, American Studies
Healthcare, Medical & Wellness
Strategic Management and Executive
Honors Student, Scholarship Recipient, Took Out Loans, Student Athlete, First Generation College Student
Video Highlights
1. Stakeholder management is a significant part of the role, involving interactions with leadership and teams across the organization to discuss both short-term and long-term goals.
2. The role includes working on projects related to employee transitions and developing tools to facilitate these changes within the organization.
3. A considerable amount of time is dedicated to modeling and analytics, focusing on understanding key metrics such as medical expenses and quantifying the value of integration processes for patients and the business.
Transcript
What does a day in the life of your role look like?
I spend a lot of my time doing stakeholder management. This involves meeting with our customers, who in this case are regional market leadership and our senior executive team.
We think through longer-term goals, like how we'll drive integration over the next two, three, or four years. We also address very short-term needs, such as how we're performing on particular goals relevant to this quarter.
My team and I also spend a lot of time thinking through things that have been up to today. We've been working on a couple of projects associated with folks transitioning between roles within the organization. We're putting together toolkits to help them move from one job to another as we go through this integration process.
We also spend a lot of our time on modeling and analytics. I've had several teams focused on explaining topics like medical expense and what's driving it. We also focus on explaining the value adds for our patients and our business as we go through this integration process.
We discuss how to quantify and measure these value adds. So, in recap, a lot of my time is spent talking to leadership across our organization about this process that we lead. I also spend a lot of time meeting with my team and some of our working-level partners in various working sessions and modeling exercises.