I build healthcare businesses around the decisions that determine their performance: where to compete, which capabilities to own, and how growth becomes care delivered and cash realized.
Explore my workStart with the operating record.
Follow the evidence. Test a decision.
Demand becomes access when the pathway can deliver.
The strategy starts with the person’s need and the constraint preventing the next step.
Follow the care handoffA whole-system view, tested in operating decisions.
SELECTED OPERATING RECORD / FOUR PERSPECTIVES
The thesis takes shape in the work.
Explore four operating chapters.
Atlantic Dialysis
A 13-facility kidney-care network: connect institutional demand to the capacity, payer access and admissions decisions required to serve it.
Inside the operating caseScroll to move through the chapters
Atlantic DialysisMake access executable.$44M+annualized referral-revenue engine02
Doral Health & WellnessTurn intelligence into field decisions.3B+claims records informing decisions03
Nova Q / Viva PharmacyBuild the business behind care.$8M+annualized pharmacy revenue04
Mindful CareConnect demand to capacity.1,200+clinicians activatedSelected self-reported operating results. The cases detail scope, decisions and measurement.
Explore the operating recordHealthcare strategy is a choice about resources and responsibility. I examine the demand a business can serve, the risk it should retain and the capabilities it must fund. The test is whether a better commercial position also produces a care model the institution can sustain.
01 / CARE
An attractive market is not yet an executable growth plan. Payer participation, clinician capacity and the path into care determine how much demand a provider can responsibly serve.
Explore the provider perspective
02 / CAPITAL
A growth initiative can increase revenue while consuming cash and weakening capacity. I examine contribution, working capital and the cost of the next constraint before expanding the commitment.
Read the economic thesis
03 / INTELLIGENCE
Information earns its cost when it changes a decision. I connect evidence to resource allocation, decision rights and the point at which leadership should continue, intervene or stop.
Examine the operating modelOriginal analysis of what research changes about care delivery, incentives and capital—and what remains unresolved.
KIDNEY CARE
Evaluate prevention alongside treatment capacity, with clear limits on what biomarkers can tell a capital committee.
Evidence: JAMA Cardiology · 23 September 2026
Read the thesisLATEST THINKING / OCTOBER 2026
Kidney care
Evaluate prevention alongside dialysis expansion, with clear limits on what biomarkers can tell a capital committee.
Evidence: JAMA Cardiology ·
Read the thesisOncology and precision diagnostics
Follow the losses between genomic testing, interpretation and feasible treatment before expanding assay capacity.
Evidence: Asia-Pacific Journal of Clinical Oncology ·
Read the thesisWomen's health
Fund the handoff from maternity services into continuing care, and test the response capacity behind remote monitoring.
Evidence: JAMA Network Open ·
Read the thesisI examine population-health allocation through unmet need, intervention benefit, delivery capacity and the people poorly represented in claims.
02Underwrite patient outcomes, provider economics and payer spending separately. Then reconcile the contract, the counterfactual and the cash required to sustain care.
03My whole-care framework connects clinical care, pharmacy, behavioral health, social support and financing through accountable handoffs.
Explore the choices behind care capacity, capital allocation and the economics of delivery.
Explore the decision tools Follow the whole-care systemAZIS R. DABAS
From founder P&L ownership in pharmacy to growth across kidney care, multispecialty services and behavioral health, I have worked across the commercial and operating decisions behind healthcare delivery. That experience shapes how I assess a business—and where I challenge its assumptions.
Meet the operatorHealthcare growth. Strategic partnerships.
Operating leadership.
