The advisory work came after the operator chair, not before. Years inside large workforce and home-health platforms — Humana, CenterWell — taught me that the programs that hold under pressure don’t come from frameworks; they come from someone who has had to run them on a Tuesday.
C Highland Advisory exists for the version of the work that doesn’t fit a deck: the operating cadence the strategy assumes but never names, the contingent-labor program that has to be hireable in this market, the AI workflow that has to be auditable on a clinician’s desktop. We design programs across seven divisions, but they share one operating discipline.
On healthcare specifically: the operator track is anchored in home health — branch operations, clinician productivity, and the workforce architecture that surrounds them, all inside CenterWell, with adjacent exposure across the broader Humana platform. The discipline translates outward across healthcare, and the SME bench fills any gaps where the operator track didn’t run directly.
If the operating problem is real, the first conversation is free. Forty-five minutes. No deck. We’ll map it together, and decide if there’s a program worth designing.