Every organization — whether it's running 100 sites or 10 — eventually hits the same wall: each location, team, or department develops its own version of "the way we do things," and what started as flexibility turns into fragmentation. Brett Rodgers has spent his career solving that exact problem, and he's done it at both extremes: inside some of the largest, most complex operating environments in healthcare, and through his own advisory work with smaller, growing organizations that don't have the luxury of a large team to absorb inefficiency.

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The pattern is the same at any scale: undocumented workarounds pile up, vendor relationships go ungoverned, and technology gets implemented inconsistently — until someone finally asks "wait, are we actually all doing this the same way?" and finds out the answer is no. Brett's specialty is finding that gap before it gets expensive, and building the systems and buy-in to close it for good.

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For small and growing businesses, that means getting standardization right before it's forced on you — designing lean, right-sized processes, vendor governance, and systems from the start, instead of discovering years later (usually through a costly failure) that nothing was ever really consistent to begin with. It's the same diagnostic instinct that, at enterprise scale, found inconsistencies in more than 85% of technology builds across a health system spanning 37 hospitals and 50+ specialty centers — just applied earlier, faster, and with far fewer moving parts to untangle.

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Brett's foundation was built from the ground up, starting on the front line of operations before moving into leadership — giving him a rare dual fluency: he can talk to the people doing the work and the executives setting strategy, in their own language. He holds a Bachelor's degree in Health Care Management and Computer Science and an MBA in Health Care Administration from Baldwin Wallace University.

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Early in his career, Brett led a team of roughly 20 people at a large hospital, managing technology integrations and automation infrastructure while overseeing a multi-million dollar department rebuild from design through completion, and co-launched a new service line that became the top-performing program of its kind in the organization.

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He then spent four years as a senior consultant, guiding leaders through technology implementations and workflow redesign across more than 135 hospital sites and 35 organizations in the U.S., Canada, and the U.K. — becoming the person leaders called when a rollout stalled or a team needed to align around a new way of working, with personal involvement in engagements representing over $20 million in value.

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Most recently, Brett held progressive enterprise leadership roles at a major health system, culminating as Director of Corporate Operational Support, where he centralized more than 40 team members, assisted in driving the consolidation of nine separate EHRs into one, and laid the foundation for operational optimization and technology standardization. He is a Lean Six Sigma Black Belt with ten years of Epic systems experience, giving him credibility not just as a strategist but as someone who understands the systems well enough to know where the real risk hides.

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Today, Brett serves as Senior Director of Procurement Services at Coral, and advises organizations of every size through his consultancy, Rodgers & Company — bringing the same core capability wherever he goes: diagnosing fragmentation, building the case for change, and leading standardization from strategy through execution.