Board Bio
For board search committees
Healthcare, fintech, and B2B SaaS. Operator perspective for committees where data infrastructure, payments, or AI-native GTM is decisive.
Looking for an operator, not a director? See the operating-roles page.
What I bring to a board
- Operator at scale. General Manager of a $400M P&L and a 350-person organization at Change Healthcare, the largest US healthcare clearinghouse, running $160B in annual payment volume. Built an $8B virtual card operation from a legacy print-and-mail remittance business and drove $80M of net-new revenue in 18 months. At Finexio, scaled from zero to $20M ARR and $12B+ in annual payment volume on a multi-bank orchestration platform, backed by $75M raised from JPMorgan and other institutional investors.
- Institutional exit. $300M WellPoint acquisition of American Imaging Management (2007), where Chris was an operator pre-acquisition.
- Regulated environments. HIPAA, healthcare payments, patient liability, and the rules that govern them. Contributor to the Federal Reserve Board Payment System Policy Advisory Committee (healthcare remittances) and the NACHA Healthcare Payments Advisory Group. Contributor to HIMSS working groups on data interoperability and payment standards.
- AI-native product perspective. Three books on agentic payments published 2024–2026. Useful for boards separating signal from theater on AI strategy.
Committee fit
Technology / AI
Where the AI roadmap depends on a defensible data layer, not a foundation-model wrapper. Useful where the question is “build vs. buy.”
Audit
Operating exposure to regulated payment processing and HIPAA-grade data controls at multi-billion-dollar scale.
Strategy / M&A
An institutional exit and infrastructure-driven value creation. Useful for boards on either side of a transaction where value pivots on data assets.
Compensation (with limits)
Operator perspective on technical executive comp. Defer to comp specialists on broader pay philosophy.
Current board and advisory work
- FinexioBoard Member · Co-Founder & COO2018 – Present
- PayZenStrategic Advisor · Patient Financing2019 – Present
- Zelis PaymentsStrategic Advisor · Healthcare Payments2018 – Present
- FinalyticsStrategic Advisor · Revenue Cycle & Banking2020 – Present
- CirraGroupStrategic Advisor · Medical Debt Resolution2015 – Present
What I look for in a board engagement
- Companies where data infrastructure or payments is decisive, not decorative. AI roadmap is real, not slideware.
- Boards that operate with discipline. Quarterly cadence, pre-reads circulated in advance, decisions made in the room.
- Stage: late-Series-B through pre-IPO, or public companies refactoring around AI-native go-to-market.
- Healthcare, fintech, B2B SaaS. Selective on industry-adjacent opportunities where the underlying problem is structural data or autonomous workflows.
Initial conversations
For board search committees and recruiters: a short note via the homepage contact form is the fastest path. References available on request once an opportunity is qualified.