Jeff Aragon
I help businesses leverage AI to fix the broken workflows that quietly drain efficiency and degrade the customer experience. My edge is not the technology. It is the instinct to trace a narrow operational ask down to the economic consequence one layer beneath it, put that consequence on the executive's own scorecard, and turn it into a funded enterprise buying event. That instinct works in any industry where operational pain rolls up to a P&L. AI matters when it changes the workflow economics, not when it decorates the pitch.
$24M in total contract value over two years at Ushur across enterprise healthcare buyers, scaling Series A through Series C.
150%+ average quota attainment across 5.5 years at Kronos and UKG, against ADP reselling the identical software.
$5M in ARR my first full year at Ushur. Highest individual contributor production in the company's history. Top 1% globally in quota attainment.
400%+ of annual quota attained in my first full year at Ushur, followed by 130% of full annual quota attained within Q1 of the second fiscal year. Consistency, not a one-time funnel drain.
Healthcare doesn't adopt AI. It buys the outcomes that get paid.
Healthcare does not adopt AI for its own sake, and framing it that way loses the deal. AI earns its place when it enables processes that produce better clinical outcomes and better patient and member experiences. Those outcomes are measured, scored, and paid. Through CAHPS, HEDIS, and CMS Star Ratings, the federal government ties more than $12 billion a year in Medicare Advantage quality bonus payments, on top of value-based purchasing and readmission dollars, to how well an organization actually serves the people in its care. A contract that reaches four stars earns a benchmark increase worth tens to hundreds of millions to a large plan. A contract that slips loses it.
So the real opportunity is never "AI adoption." It is following a narrow workflow ask, intake, member outreach, prior authorization, care-gap closure, to the reimbursement dollars waiting at the end of it, then building the enterprise business case the CFO and Chief Quality Officer will fund. It is the same move in any regulated, outcome-paid industry. Healthcare just keeps the clearest scoreboard.
I use AI as an operating layer across research, account intelligence, signal detection, workflow diagnosis, message synthesis, pursuit strategy, and execution planning. The advantage is not more content. The advantage is faster movement from market signal to executive relevance.
The enterprise discipline underneath the AI layer
Kronos CEO Aron Ain installed a precision sales operating system that hardened through the 1990s and 2000s under his leadership. It was not a training program. It was an organizational design choice. Every quota-carrying rep was developed to sell the buyer's economic consequences back to the buyer, in writing, before forecast. The methodology compounded for two decades and is the reason UKG, the successor entity, continues to win the largest health-system procurements against vendors with more modern feature stacks.
I sold inside that system for 5.5 years. I authored Plan Letters that produced enterprise wins against IBM, Oracle, SAP, Lawson, and the API Healthcare lineage. I now codify and install the same operating system inside other revenue organizations.
The methodology stack — implemented by Kronos, refined inside UKG, and still in use today: