Tony Clapsis

I run an advisory practice focused on supporting healthcare organizations, private equity firms, and venture-backed companies to strengthen their growth strategies. My work includes partnering with my clients’ leadership teams to refine clinical approaches, optimize operational structures, and secure the financial resources they need to scale effectively. When I’m advising my clients, I emphasize a balanced blend of data-driven insight and forward-thinking innovation. My aim is to create high-impact strategies that improve patient outcomes and expand market reach while fostering measurable and sustainable corporate success. Have worked with leading Academic Medical Center and Integrated Delivery Systems on efforts to redesign clinical research service lines, supported three successful Site Management Organization (SMO) transactions, helped launch two startups, and supported numerous private equity diligence efforts.

Selected to join the Aspen Global Health Network and the Aspen Health Innovators Fellowship, a growing community of entrepreneurial, values-driven leaders committed to reimagining U.S. health care. The Fellowship brings together a diverse group of high-performing healthcare professionals from industry, government, startups, nonprofits, and health systems. These leaders learn from each other, reflect on their values and priorities, and reach across health care’s silos to develop and drive forward new solutions. aspeninstitute.org/hif

Developed and launched a nationwide platform designed to broaden access to clinical research for underserved and minority communities. By bringing together strategic partnerships, advanced data analytics, and end-to-end operational models, created a real-world solution that transformed how the company delivered trials. Enrolled over 40,000 patients in clinical trials, built site management organization spanning 18 states and 80+ investigators, and work with 19 of top 20 pharmaceutical companies within 36 months.

I created a more integrated corporate strategy to unify multiple business units and elevate overall customer value. From guiding a multibillion-dollar acquisition to launching groundbreaking consumer-focused offerings, my focus in this role was always on achieving cohesive, enterprise-wide results. I recognized early that collaboration was the key to success, and I worked extensively with the finance, operations, and executive leadership teams to identify and capitalize on new opportunities. My efforts enabled the rollout of strategic initiatives that improved market position, streamlined decision-making, and generated long-term growth.

Led implementation of initiatives across enterprise with Senior Management Team (SMT), including Chapter 11 restructuring, international expansion, capital allocation, budgeting, financial transactions, and health benefits, while advising CEO on operational, organizational, strategic, and financial decisions Led efforts to transform Caesars’ health care approach to drive cost savings and quality improvements, while amplifying national presence through roles at the Business Roundtable, Healthcare Transformation Task Force, HHS Learning and Action Network, and the Nevada Healthcare Services Coalition

Managed $250B provider payment and delivery system reform portfolio at Finance Committee. Through mix of legislative authority (five public laws drafted), and oversight responsibilities (four investigations launched), preserved funding and authority for national quality organizations, reformed payments and oversight for hospitals, home health, hospice, and nursing home industries, catalyzed effort to reform post-acute care payment models, and initiated process of rationalizing value based care programs Oversaw delivery system reform portfolio, including launch of Accountable Care Organizations (ACOs), bundled payment programs, value based payment programs, and the Center for Medicare and Medicaid Innovation