About
From munitions to margins.
Twenty-five years in the Air Force. A decade leading data and analytics inside a $3B health system. Now advising the executives who sit where Doug used to sit.
The story
Doug started out maintaining nuclear weapons — a job where “zero deficiencies” is the only acceptable result. He went on to serve 25 years, retiring with numerous awards, medals and accolades.
That standard carried into defense consulting, then into healthcare, where he rose to Vice President of Data and Analytics at a $3B health system: 45 people, a $10M budget and accountability for data, analytics and AI across the enterprise.
What he learned there is the reason this practice exists. Whether data and AI pay off is rarely about the platform. It is about whether strategy connects to what the board already cares about, whether governance makes clinicians faster or slower and whether the team is built to deliver or only to respond.
How I work
Four principles.
Outcome first
Start from the result the system needs, then work back to the data. Never the reverse.
Governance accelerates
If a control does not change a decision or reduce real risk, it should not exist.
Capability, not dependency
Every partnership hands over the playbook, not just the deliverable.
Measure it
Agree the number before the work starts, then report it whether it moved or not.
Background
Career at a glance
- MBA — Touro University
- B.S. — Southern Illinois University
- CDOIQ: Agentic Data Quality Certificate, 2026
- Florence Nightingale Ax Award, 2024
- Finance Pillar Award, 2019
- American College of Healthcare Executives
Founder and Principal, The Fuller Collective
VP, Data and Analytics — $3B health system
45-person team, $10M budget, enterprise strategy, AI and governance.
Director, Clinical Analytics
40 analysts and nurses; 200+ solutions, $33M ROI.
Manager, Regulatory Programs and Data Integration
$64M in incentive revenue and penalties avoided.
Department of Defense Consulting
Weapon system analytics delivered to the Secretary of the Air Force.
U.S. Air Force, Active and Reserve (Retired)
Munitions Systems and Inspector General. 25 years.
The name
Why “Collective”
No one person can credibly cover all of this. Most firms answer that with a deep bench of juniors. The Fuller Collective answers it with seniority.
Doug leads every engagement himself. Behind him is a group he has hand-selected over two decades of working alongside them, covering clinical informatics, data engineering, AI, privacy and health law, clinical quality and population health.
Each has run what they advise on, inside a real organization, with their name on the outcome. They join an engagement when it needs their discipline and not before.
The standard is simple. If someone is not senior enough to disagree with Doug in front of your board, they are not in the room.