Charlene Harrison · Operator, not theorist · 35+ years in healthcare operations
Execution breakdowns cost revenue. AlignCX fixes the system behind them.
I help operators identify the quiet leaks that cost them revenue and fix them alongside their team.
No blame, no rebuild.
Aligning Experience. Accelerating Value.
4.1M+
Practitioners supported
$120M
Billing infrastructure handled
95%
CSAT built from zero
$9M+
In savings
You can smell the smoke. Finding the fire is the hard part.
The numbers say one thing; your team says another. Revenue comes in, but later than it should. Delivery keeps slipping. Customers may not be complaining, but they're quieter and more transactional. So you add people, change a process, build another report, and ask everyone to work harder.
And the same problems keep coming back. That's usually a sign the problem isn't your people. It's the system they work inside.
Revenue is delayed, and no one can pinpoint why.
Delivery is inconsistent despite everyone's best efforts.
Systems don't connect, so teams create their own workarounds.
Leadership doesn't fully trust the numbers in front of them.
Headcount has grown without solving the underlying problem.
Customers experience friction that started somewhere inside the operation.
These are execution gaps. They're where operational friction builds and revenue quietly leaks. Until you find the gap, you're treating symptoms instead of fixing what's causing them.
Find the gap.
Fix the operation.
Improve everything it touches.
Operations don't break all at once. They evolve. A process that worked when you were smaller gets stretched. A new system gets added. A workaround is built because something has to ship today, and it becomes the process. None of those decisions were wrong.
But a gap rarely stays in one place.
That's where I come in. I find the gap that's costing you the most and fix it with your team so you stop losing time, money, and customers to problems that shouldn't keep happening.
THE RIPPLE EFFECT
A broken handoff
→ delays implementation
A delayed implementation
→ creates a data problem
A data problem
→ forces a workaround
A workaround
→ becomes a customer problem
A customer problem
→ generates a revenue problem
I don't come in looking for what's wrong with your team. I look for what's getting in their way.
I'm Charlene Harrison,
an operator, not a theorist.
When I walk into an operation that isn't working, I start from a different assumption than most: it probably made sense once.
Most operational problems aren't anyone's fault; they're reasonable decisions, made at different moments, that piled up.
My job is to understand those reasons, work alongside your team to fix what actually needs fixing, and stay through implementation so the fix holds.
Eliminate the operational friction that gets in the way of your team.
Protect the revenue your operation should be producing.
Deliver the customer experience that comes from getting both right.
We start with what's happening, not what should be happening.
01
Understand
Before changing anything, we map how work actually moves across your people, processes, systems, and data, including the workarounds built to keep things moving.
02
Isolate
We separate the real execution gap from the symptoms around it and quantify what it's costing you in time, delivery, revenue, and customer experience.
03
Fix
We use what already works. We repair processes, reconfigure systems, and clarify handoffs. New infrastructure comes in only when it's genuinely needed.
04
Follow Through
A fix only matters if it holds. I stay involved through implementation, measure what's changing, and help your team make the new way of working stick.
The problem shows up in one place.
The cause is usually somewhere else.
So we work across the operation rather than treating each symptom in isolation.
People
Good people can only do so much inside a broken process. We clarify responsibilities, handoffs, escalation paths, and accountability, so your team spends less time navigating the operation and more time doing the work.
Systems
Your systems should make the work easier to see, not harder. We improve visibility across platforms, build dashboards leadership can trust, and configure the tools you already have before recommending new ones.
Operations
Your work should move cleanly from promise to delivery to revenue. We trace where it stalls, repair workflows, strengthen handoffs and SLAs, and address the execution gaps that slow the whole thing down.
The result: a better customer experience.
When your people, systems, and operations work together, your customer feels it first. Delivery steadies, friction drops, and the relationship stops feeling transactional. I keep the customer at the center of every decision, because when the operation works better for them, it works better for the business too.
When the operation works better, everyone feels it.
Revenue moves sooner.
The gaps that delay billing, delivery, and recognition are closed. In one engagement, billing moved 21 days faster.
Your team can breathe.
Fewer workarounds, clearer handoffs, better visibility, and less operational friction eating up the day.
Leadership can trust the numbers.
The data and the reality of the operation tell the same story.
Problems stop repeating.
You fix the system that's causing the problem, instead of repeatedly treating the symptoms.
Start with the problem
in front of you.
You don't need to know exactly what's broken before you call. That's part of the work.
01
Discovery
Every engagement begins with a conversation, followed by a short, focused assessment to understand what's happening, identify the operational friction behind it, and quantify the cost. It's how we find where to begin.
02
Align
Build the operational structure, visibility, and accountability needed to launch something new without creating downstream friction.
03
Accelerate
Remove the gaps slowing delivery, implementation, and revenue recognition so the business moves faster without asking people to just work harder.
04
Optimize
Reduce unnecessary costs, eliminate recurring friction, improve the customer experience, and make what already works easier to scale.
I’ve spent 35 years learning to look past
the symptom.
For 19 years, I helped build the operations of a national healthcare data organization from the ground up, serving providers, payers, and health plans: a $30M budget with full P&L, 4.1 million practitioners, 1,000+ customers, and a team of 300+. Along the way, I drove CSAT to 95% and NPS to 50 from zero, and found more than $9 million in savings.
But the numbers aren’t the part I remember most. It’s figuring out why something isn’t working. Sitting with the people closest to the problem and hearing “here’s what actually happens.” Finding the one broken handoff that’s been causing trouble three departments downstream, and watching the whole thing start to work again.
Before consulting, my path was anything but conventional. I served eight years in the U.S. Navy, trained as a gemologist, worked for the nation’s largest health plan, and built a fee negotiation company serving underprivileged children and their families. Each of those taught me the same things: look closely, stay calm under pressure, ask better questions, and notice what others miss. It’s still how I work.
Client Results
Real operational challenges. Real business results. See how we uncovered what was getting in the way, addressed the underlying operational issues, and improved the outcome.
For the leader who owns the outcomes and knows something needs to change.
This is for you if:
You're a founder, CEO, COO, or senior operations leader, accountable for whether the operation actually delivers.
You lead a healthcare organization or a high-growth service business where execution directly affects revenue and customer experience.
You're a fast-moving organization with big goals, already thinking three steps ahead.
You're at an inflection point: launching, scaling, accelerating revenue, improving delivery, or reducing costs.
Probably not the right fit if:
The primary goal is reducing headcount or finding a quick financial fix at the expense of the people and customers who make the business work. That's not the work I do.
You don't need to have the diagnosis. You need to be willing to look honestly at how the work gets done, and to make the changes that help your people, your customers, and your business work better together.
Frequently Asked Questions
Do you only work in healthcare?
No. Healthcare and payer operations are my deepest areas of expertise, but execution gaps happen everywhere. When people, processes, systems, and data stop working together, the symptoms look remarkably similar.
Will you make us rip everything out and start over?
No, that’s usually the last thing I want to do. We start with what works, understand why, and build from there. The goal is the smallest practical change that lasts.
Is this customer experience consulting or operations consulting?
Both, because they’re connected. I work inside the operation, but everything we change eventually reaches your customer. Customer experience isn’t separate from your operation; it’s one of the clearest reflections of how well it’s working.
What do you mean by an execution gap?
It’s the space between what the business intends and what actually happens day to day. It can show up as delayed revenue, missed handoffs, inconsistent delivery, frustrated teams, or customer friction.
How do engagements and pricing work?
Most clients start with a conversation and a short, focused assessment. From there, we determine what actually needs fixing and scope the right engagement. Pricing is based on the scope, complexity, and level of support needed, so you’re paying for the work your operation actually needs, not a predetermined consulting package.
You don’t have to know exactly where it’s broken.
That’s what the first conversation is for. Tell me what you’re seeing: what’s late, what’s harder than it should be, what keeps coming back. We’ll start there, find out what’s underneath it, and figure out what needs to change.
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