Ity Information

I lead turnarounds in behavioral health — and I think in systems. For 25 years I served as a CEO of community behavioral health organizations, most often through their hardest stretches: liquidity crises, compliance exposure, board division — the kind of trouble where the apparent problem usually isn't the real one. Several of those turnarounds are in the public record. One I lost. Both taught me the same thing: whether an organization can be fixed is a structural question you answer *before* you commit, not a promise you make on day one. I work now as a fractional and interim executive and an independent diagnostician. I come in when a board already knows something is wrong and needs an honest read on whether the system can still steer itself. What I do: - Board-level structural diagnosis — is this a turnaround or a controlled decline? - 30/90-day structural assessment before major decisions - Fractional and interim executive leadership - Governance and viability engagements when the question is existential I don't sell optimism or a five-step plan. I tell boards the truth, including the expensive one — and I bring records, not references.