Proof, not just a pitch

Building a Triage Framework for Customer Success

The Problem

Customer success teams often lack a structured way to prioritize accounts under pressure — similar to how an Emergency Department without triage would just see whoever's loudest first, instead of whoever's sickest.

What I Did

I adapted the Emergency Severity Index (ESI) — the five-level clinical framework Emergency Departments use to triage patients by acuity and resource need — into the Customer Success Severity Index (CSSI), a five-level model for scoring account risk by customer impact and resources required to resolve it. I paired it with a "Customer Success Nurse Brain," a daily operating tool modeled on the paper shift-tracking sheet nurses use at the bedside, adapted for account census, escalations, dependencies, and end-of-day handoff.

Why It Matters

Building both reflects how I think: take a system that already works under pressure, and translate it into a new context without losing what makes it work. It's a working translation of a clinical operations discipline into a business framework, not just a metaphor.

Onboarding Clinicians onto Unfamiliar Technology

The Problem

Nurses onboarding to a digital oncology care platform struggled with proprietary EHR workflows and documentation requirements under time pressure.

What I Did

I was the person nurses felt comfortable turning to when the EHR or a new piece of technology didn't make sense, not because it was my job, but because I was approachable and willing to help, usually with a screen-share, some teach-back, and a lot of patience. I also surfaced recurring workflow friction to operational teams, translating frontline pain points into actionable feedback.

Outcome

Smoother onboarding for incoming nurses, and a feedback loop that fed real process improvements upstream.

Why It Matters for Digital Health

This is customer success and clinician adoption work — the exact muscle customer success and implementation managers need every day.

Leading Without a Title

The Pattern

Throughout my time in case management, I regularly noticed broken processes, things that technically worked but created friction, confusion, or delay, without anyone being formally tasked with fixing them.

What I Did

I never held a formal leadership title, but I consistently stepped into that role anyway: flagging the gap, proposing a fix, and working it through with the people who'd actually have to live with the change. Sometimes that meant a new step in a workflow. Sometimes it meant just asking a better question in a meeting that changed how a decision got made.

Outcome

A reputation, earned over time, as someone who improves things without needing to be asked, and who can get buy-in from people who don't report to me.

Why It Matters for Digital Health

Implementation and customer success roles need exactly this instinct: the ability to notice what's not working, take ownership of it without waiting for permission, and bring skeptical stakeholders along.