Kyle Williams
Chief Executive Officer at MD Revolution
Kyle Williams
Chief Executive Officer at MD Revolution
Solana Beach, California
Overview
Work Experience
Chief Executive Officer
2019 - Current
MD Revolution is an innovative Remote Care Management company that uniquely combines technology, services, and analytics to produce scalable care models that enrich the patient-provider experience. MDR is a market leader for Medicare’s Chronic Care Management (CCM) initiative, Behavioral Health Integration (BHI), Annual Wellness Visits (AWV) and Remote Patient Monitoring (RPM). Solutions are available as full service turn-key solutions, software-as-a-service, and through reseller partners.
President
2012
At Bootstrap we have made it our mission to seek out companies whose products and services we believe will have a meaningful effect on the greater good, and help them succeed. As the President of Bootstrap Venture Partners, I am responsible for: ● Shaping the investment strategy ● Identifying potential investments ● Managing the overall management, growth and profitability of investments ● Provide management consulting and board oversight to portfolio companies Current Board Positions (Director or Observer): • MD Revolution • Interactive Lifestyle Management • Perceivant • WellTrackONE • Indigo BioAutomation • Scientist.com Past Board Positions (Director or Observer) • CirrusMD • Sequoia Consulting Group • Doctible • Geneva Health • Clear Object
Director Board Of Directors
2012 - 2021
Sequoia Consulting Group is a team of highly qualified professionals with the knowledge and depth of experience to help biotech, pharmaceutical and medical device clients manage major manufacturing and engineering projects. Bootstrap exited the Company in December 2021 to Riverside Partners
Director, Corporate Strategy Office/Merck Sigma
2008 - 2012
During my time at Merck, I was able to help the organization achieve measurable results quickly—and in so doing, helped to build capabilities in people, process and technology. I collaborated with company leaders to help them identify their most urgent goals, such as growing revenues, reducing cycle times, and reducing cost, and then leveraged experience and methodologies to jointly design a course of action that engaged the people closest to the business challenge. Key Projects: ● Worked with leaders in Primary Care sales and marketing to streamline communication channels and redefine mid-level sales management behaviors, which resulted in a significant increase in time available to meet with customers. ● Worked with Senior leaders in the Consumer Products division to develop innovation projects to create revenue growth for the Dr. Scholl’s footcare line and to compete more effectively with private label brands in footcare, cold/cough, and allergy categories. My team provided consulting and facilitation support to organize the cross-functional core and extended teams. ● Led a cross-divisional team to improve the efficiency and effectiveness of the creation and auditing of regulatory submission documents to reduce cycle time and increase CMC capacity to service a dramatic increase in global regulatory filings. ● Developed a multi-year Lean IT strategy roadmap and secured executive sponsorship for its execution in Global Technical Services, an organization of over 1400 employees. Coached the Leadership Team on Lean principles and worked with sponsors to develop project charters. Directed 7 Black Belts responsible for implementing the major components of the roadmap.
Master Black Belt/Project Manager, Supply Chain Systems
2003 - 2008
I began my career at E. & J. Gallo Winery in 2003. In the four and a half years working there, I held two positions: Master Black Belt and Project Manager, Supply Chain Systems. Key Accomplishments: Master Black Belt ● Redesigned five-week Black Belt training course and delivered training to 15 Black Belt candidates ● Provided daily oversight and project certification for eight Black Belts ● Applied Lean Six Sigma methods and tools to a variety of processes ● Sales and Marketing: New Product Launch Process Cycle Time, Point of Purchase Collateral Optimization, and Creative Development Process Cycle Time ● Manufacturing and Operations: Label defects in bottling, reduction of microbial infection in the wine cellar, Modesto campus waste water reduction Project Manager, Supply Chain Systems ● Defined business case and conducted vendor selection (GLog, acquired by Oracle) for transportation management system, leading to $1.2 million project with 24% IRR. ● Managed a 10-person team of software developers and customer service representatives to customize and implement JD Edwards and global Internet order management. ● Led a 10-person team to define a business case, select vendor and implement a comprehensive supply chain system (Radius) for the Label Division. ● Redesigned the label order planning process and TIBCO interface between JD Edwards and Radius, which led to reduced error rates. ● Performed process analysis and business case definition for Gallo New Products group in order to centralize product development data, improve project management capabilities and increase speed to market.
IT Director
2000 - 2001
As IT Director I directed the implementation of clinical and financial management software (Infosys and Kronos) in a geographically distributed, multi-facility environment. I oversaw the daily operations of a 10-person IT department. Key Accomplishments: ● Developed a strategic partnership with Infosys and negotiated a reduction in software and service fees in return for Quality Assurance testing support. ● Redesigned operational processes, including patient billing, AP, AR, and general ledger reporting, to decrease cycle times and errors. ● Initiated a reimbursement analysis project leading to incremental revenue recognition
Consultant/Sr. Consultant
1996 - 2000
I managed the successful implementation and use of decision support software for 12 hospitals. Then served as a liaison between strategic business partners and software development team to create the company’s next-generation software. Key Accomplishments: ● Created detailed revenue and cost structures of clinical procedures and models of healthcare payor reimbursement. ● Managed project communications by presenting project status, issue management, partner feedback, and prioritization of software enhancements. ● Developed project management tools, including work plans, staffing plans, budget tracking spreadsheets, and trained consultants on their use. ● Trained hospital analysts how to maintain the technology and how to generate reports using online analytical processing (OLAP) tools. ● Conducted “Return on Investment” decision support seminars for hospital executives, covering reimbursement analysis, utilization management, comparative physician reporting, and other management strategies.