Cat Cirino

CANDOR is a modern, elevated bulk candy and specialty food/gifts brand built around everyday delights and thoughtful presentation. Beyond welcoming shoppers to our brick-and-mortar location in Fort Greene, Brooklyn, we support companies with: - event catering for retreats, offsites, parties, and special events - in-office 'Candy Bars' (our most requested offering) an inclusive, non-alcoholic complement or alternative to traditional happy hours - corporate gifting, elevated and fully customizable for clients and internal teams We offer custom brand color matched wrapping, printed thank you notes or other celebratory stationary, gifts sealed with stickers showing your logo, and so much more -- all produced in house by a creative team that treasures your brand like our own.

25m Health incubates and launches new healthcare companies focused on digital health, B2B healthcare IT, and B2B2C tech-enabled care delivery. By partnering with health systems from day one, we reduce adoption risk—helping companies reach product-market fit faster, conserve capital, and deliver greater value to customers. I was brought on to lead the launch of a new concept: a physician-led, brick-and-mortar wellness business designed to help health systems offer aesthetics, hormone therapy, and weight-loss services. The goal: enable systems to rapidly stand up lifestyle medicine service lines, re-engage healthy midlife patients, diversify cash-based revenue, retain and attract advanced practice providers, and strengthen brand positioning in competitive markets. Serving in a COO capacity on the founding team, I: - Advanced our flagship market in Columbus, GA from pre-contract to signed agreement, building trust on-site and aligning local physicians and administrators around the value of the model. Opened our first clinic—from renovation to first patient—in under 7 months. - Led go-to-market efforts including service pricing design and consumer marketing strategy —helping shape a care model around life stages and chronic symptom management. Achieved 2× projected revenue in the first two months of operation, validating early demand and overall strategy. - Built operations at both HQ and local clinic level from the ground up, including vendor contracting, HR/payroll setup, recruiting for clinical and administrative staff, inventory sourcing, SOPs, compliance, and more. - Oversaw development of internal practice management tools, partnering with a team of engineers to build scheduling, intake, and payment systems supporting both patient-facing and backend workflows.

Value based care enabler for payors. 20th FTE hired Jun ‘20, promoted 3x in 3 yrs, reported directly to CEO from Nov ’21 until departure in Jan '24. A sense of my roles at start + departure: Started in 2020: 20 FTE org, Series A Revenue responsibility: responsible for 7 contracts totaling $2M+ service fees and $750K+ at risk fee opportunity Performance outcomes: drove +11% recapture rate and +0.6 STARS or equivalent in a single year across portfolio of 30 practices (membership of 2 IPAs and 3 large single TINs) with 85K lives, 75% commercial, 17%, Medicaid, 8% Medicare Adv/Dual eligible. People mgmt: 2 direct reports, responsible for coaching successful practice engagement and customer service strategy Departed in 2024 Summary: 200 FTE org, post-Series C Revenue responsibility: owner of account management function, accountable for 30 customers and $25M ARR (20% of which is at risk / contract metric performance based) Performance outcomes: Led build of first-of-its-kind supplemental feeds, resulting in national payor validating +12% YoY gap closure rate driven by Stellar data fed into HEDIS engine and a 7x customer expansion; second nat'l partner calc'd +3.5x ROI on recaptures for second straight year. People mgmt: led team of 4 managers, each with 2-3 reports (total 12 staff); 60% promoted in previous 18 months Titles within: Director: 1.5 years, Manager: 1 year, Lead: 6 months

As we grew from 50 staff to 125, I originated, pitched, and garnered institutional alignment across commercial and engineering teams on the need for a crucial new role: dedicated PMs tasked with shepherding clients through our 4+ month EMR / billing system integrations. We spun up a new department; in six months, I supported the successful onboarding of five new staff to the team. Simultaneously led portfolio of Cedar's most strategic implementations in partnership with integration engineers, including the first Epic health system integration as well as the delivery of the first fully remote (onsite travel canceled due to Covid-19) on-time launch for Cedar's largest signed-contract to date.

Joined Cedar as employee #50, the first Director level hire to the Account Management team; my specific focus was on leading provider clients (vs payers, physician staffing agencies.) Sample Client Impact Spotlight: Large NYC Health System -April 2nd: my Cedar start date, account assigned; had been stuck “in implementation” for 1.5 years under 4 previous AMs - May: Engineering team requests walking away from account entirely; I led creation of last-chance “implementation sprint” plan. Pitch is approved internally and by client leadership team. - July: successful system-wide launch of Cedar Pay technology in pilot population - October: client approves partnership expansion of 6x patient account volume approved in initial July launch

Active thought partner to senior leadership team; presented performance improvement results and case studies at national board meetings, chief executive council meetings. Spearheaded special projects within the national office specific to Federation business strategy, operating model transformation, healthcare service delivery, and more (sample projects: market analysis to site new clinics, defining patient routing strategy for post-Roe contingency). In partnership with McKinsey engagement team, led Federation’s transformation of the backend affiliate operating model (planning launch of a cross-affiliate MSO.) Served as people manager for five person healthcare strategy department.

Lead product manager for proprietary throughput monitoring tool focused on clinical productivity and health center efficiency in areas of patient throughput, staffing and scheduling, assessing community demand, and online appointment scheduling/patient access. Tool aides in driving down cycle times, increasing patient satisfaction, and building local accountability. Built and delivered training systems and led interactive sessions to promote best practices in core clinical business operations Federation-wide. Assessed hundreds of clinics (remotely and on-the-ground) for performance improvement opportunities and coached clinic managers across the country on implementation and tracking of progress towards goal.

Supported performance improvement engagements focused on sustainable cost reduction across supplies/services/vendors (general ledger) as well as staffing (payroll); our projects resulted in savings of >$150 M at each major academic medical center. Broadly, approach to achieve savings included: - Analytical benchmarking assessment of total operational expense across 30+ departments - Creative and pragmatic design of sustainable cost-saving solutions - Collaborative implementation including proof of benefit realization and knowledge transfer

Focus on management/administrative structure of the healthcare industry, including: analyzing various IT systems and strategies for their successful adoption, managing clinical communications within diverse group settings, methods for managing health information, training in healthcare project management, contracting, procurement, negotiations, and vendor management.

Supplemented by minors in Practical Ethics and History of Philosophy, along with a specialty in school - Social Entrepreneurship (Business)