Karen has deep experience as a strategic and operational leader in the healthcare industry. She spent over two decades with Merck & Co., Inc., where she earned the highest-level position in the field sales organization. She went on to earn her Masters in Healthcare Administration at UNC Chapel Hill, which continues to receive notoriety as a top-tier program in the United States. Continuing her professional career in the healthcare space, Karen expanded her expertise by working in both integrated healthcare and managed care leadership roles.

Karen’s diverse and deep organizational experience equips her to work with leaders to help them engage and mobilize their teams, navigate change, expand their influence, and ultimately grow their leadership capabilities. Karen works with individuals and organizations to bring forth changes they could not achieve on their own. She works with senior leaders transitioning into new roles, providing solutions that enable them to become effective faster; female executives working toward career breakthroughs; executives looking to expand their leadership impact; and organizations looking to improve their bottom line by reducing turnover, creating a culture of leaders, engaging their teams and preparing for a successful sale of a business.

Notable Client Achievements

• Acquired by a multimillion-dollar specialty managed care organization to conduct forensic reputation analysis with the objective of restoring reputational damage and rebuilding stakeholder confidence.

• Increased Net Promoter Score by 3% in 12 months by providing consulting work recommendations to client with $1B in revenue. Leveraged wealth of expertise in driving transformation, formulating strategic plans, and building relationships in close collaboration with senior leadership and stakeholder to meet defined objectives.

• Provided strategic leadership for a rapidly transforming division at the center of rebuilding stakeholder confidence in the business, resulting in a 3% percent increase in the Net Promoter Score across all stakeholder segments.

• Led transformation of Divisional structure and operations through proactive talent management, process improvement, leadership development, and performance metrics, resulting in a 10% increase in member satisfaction.