Below is a selection of Dr. Weissrock's work with healthcare and nonprofit organizations. Each engagement highlights the integration of organizational strategy, behavioral science, and enterprise delivery at scale.
Healthcare transformation requires more than operational redesign. It depends on aligning people, systems, and incentives to ensure lasting change.
VALUE-BASED CARE DELIVERY
Designed and scaled a national Value-Based Care Delivery Model across 26 U.S. markets and Puerto Rico. The model standardized provider engagement, care gap closure, and quality performance across approximately 90,000 annual provider visits, directly advancing Medicare Advantage Star Ratings through HEDIS, CAHPS, and HOS measures. Introduced Social Determinants of Health and health equity measures into national provider engagement strategy.
FHIR INTEROPERABILITY AND CMS COMPLIANCE
Recruited to lead an elite cross-functional team that partnered with CMS, ONC, and HL7 to produce the first FHIR-compliant API establishing the national standard for healthcare data exchange across Patient Access, Provider Directory, and Payer-to-Payer APIs. Directed delivery across a team that scaled from 12 to more than 150 people while transitioning the organization from Waterfall to Scaled Agile Framework. Oversaw the teams that built and launched two cloud-based platforms on Google Cloud Platform for internal and external industry-facing data exchange, creating a foundation for real-time interoperability at scale.
WORKFORCE AND COMPETENCY STRATEGY
Architected the workforce competency frameworks, role structures, and leadership curricula that equipped associates to lead clinical, financial, and quality conversations with providers across a complex national footprint. Developed training covering provider payment models, risk adjustment, HEDIS quality measures, CAHPS patient experience drivers, and HOS functional health outcomes.
Enterprise Agile transformation succeeds when governance, delivery, and human behavior are aligned. Dr. Weissrock has led Agile transformation at the largest scale in healthcare.
SAFE IMPLEMENTATION AT NATIONAL SCALE
Piloted the Scaled Agile Framework at a 50,000+ employee national health plan, driving enterprise-wide adoption as the organizational delivery standard. Architected and implemented the SAFe operating model from the ground up, replacing legacy Waterfall practices across a team that scaled from 12 to more than 150 people and from 2 Agile teams to multiple Agile Release Trains. Facilitated quarterly PI Planning sessions to ensure transparency, alignment, and predictable delivery across rapidly scaling teams.
REMOTE ENABLEMENT AND OPERATIONAL CONTINUITY
Authored the Virtual PI Planning Playbook in response to the sudden shift to remote work during the COVID-19 pandemic. The playbook was adopted as the enterprise standard for distributed Agile delivery, ensuring uninterrupted planning and collaboration across a globally distributed workforce.
CURRICULUM DEVELOPMENT AND WORKSHOP DELIVERY
Developed a proprietary Agile and Scrum curriculum and facilitated on-site workshops for healthcare and operational organizations, including a hands-on introduction to the Scrum framework, roles, artifacts, events, and prioritization practices. Curriculum includes a participant workbook designed for practical application in healthcare environments.
Organizational design shapes how work gets done, while leadership development invests in the people who do it. Dr. Weissrock builds both.
ENTERPRISE OPERATING MODEL DESIGN
Designed and implemented an enterprise operating model for a 650+ person global organization undergoing rapid growth and leadership transition. Established governance frameworks, portfolio alignment processes, and workforce planning strategies that created traceability from staffing decisions to portfolio outcomes. Introduced quarterly planning practices to improve cross-team visibility, manage dependencies, and balance delivery speed.
GOVERNANCE ARCHITECTURE
Designed enterprise governance architecture for a $9M organizational initiative, building the frameworks, accountability structures, and operational systems that aligned leadership, vendors, implementation partners, and internal stakeholders. Frameworks were adopted across all business units within 90 days of implementation.
LEADERSHIP DEVELOPMENT PROGRAMS
Designed and delivered evidence-based leadership development and change management programs for healthcare and nonprofit professionals nationally, with engagements at MGMA, SHRM, ATD, and ACHE. Programs integrated organizational psychology, behavioral science, and applied leadership frameworks to build capability at scale.
BEHAVIORAL AND ORGANIZATIONAL PSYCHOLOGY INTEGRATION
Applied organizational psychology principles across all engagement types, including role clarity, psychological safety, emotional intelligence, and motivational framing. Embedded behavioral science into governance design, workforce strategy, training curricula, and executive communication to reduce resistance, strengthen adoption, and sustain change.