Cross‑Functional Executive · Technology & Operations

Every initiative on my desk has to move one of four numbers.

I'm Carmen Mondelli Lux. Twenty‑five years building and running healthcare technology and operations organizations have taught me that most executives are fluent in one lever — revenue, cost, customer relationships, or risk. I've built and run all four, which is usually why I end up in the room before the job title exists.

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2026 CTO of the Year — Greater Nashville Technology Council 2026 Fellow — Nashville Health Care Council
Portrait of Carmen Mondelli Lux Brentwood, TN

How the work gets filtered

The four‑quadrant test

Before a roadmap, a hire, or a process change gets my sign‑off, I ask which box it lives in. If it doesn't move one of these four numbers, it doesn't ship.

Build
01

Revenue

Grow the top line

Positioned Deacon Health's real‑world episode data as a policy asset with CMMI ahead of the FY2027 IPPS rule — turning a compliance relationship into a commercial one.

02

Customer Relationships

Deepen what we already have

Aligned Business, Product, and Technology stakeholders across enterprise accounts at Change Healthcare — the connective tissue that keeps client relationships intact through transitions.

Financial
03

Cost

Protect the bottom line

Cut Deacon Health's infrastructure cost by roughly 85% after inheriting a fragmented legacy stack. Ran an $8M P&L and a $90M, 2,100‑person workforce transformation at Change Healthcare.

04

Risk & Compliance

Close the gap before it opens

Led a vendor consolidation at Change Healthcare that cut cost and increased compliance at the same time, and engaged directly with CMS/CMMI leadership on TEAM and bundled‑payment policy.

Relational
Protect

31 years, four quadrants

Where it's played out

A selection of the roles where this framework was built and tested, not just described.

Interim CEO & CTO

Deacon Health

Most recent engagement · concluding June 2026

  • Reduced infrastructure cost by roughly 85% after inheriting a fragmented legacy technology stack.
  • Positioned the company as a policy partner with CMMI, presenting real‑world episode data relevant to the FY2027 IPPS Proposed Rule and CJR‑X discussions.
  • Directed an AI strategy focused on compressing the time between risk identification and intervention to reduce avoidable ED visits, using unified claims, EHR, pharmacy, and SDOH data with human‑in‑the‑loop workflows.
Cost Revenue Risk & Compliance

Founder

CLux Performance Care

2026 — Present

  • Fractional and interim executive engagements for healthcare organizations navigating technology, operations, and value‑based care transitions.
Revenue Cost Customer Relationships Risk & Compliance

Three senior roles

Change Healthcare

2009 – 2018

Nine‑year progressive leadership trajectory at one of the nation's largest healthcare IT and revenue cycle organizations, advancing across three roles with expanding scope and enterprise‑wide accountability.

Senior Director, Quality EngineeringJan 2015 – Oct 2018
  • Led 200+ professionals across multiple functional domains, managing an $8M P&L with full accountability for budget planning and resource allocation.
  • Partnered with Business, Product, and Technology stakeholders to align investment priorities with organizational capacity and strategic outcomes.
Senior Director, Enterprise Transition ServicesMar 2013 – Dec 2014
  • Orchestrated a $90M enterprise workforce initiative managing 2,100+ third‑party resources, with full operational and financial oversight.
  • Led a vendor consolidation strategy — sourcing, RFPs, contract negotiation, transition execution — that reduced cost, increased compliance, and improved operational predictability.
Director, Quality EngineeringAug 2009 – Feb 2013
  • Led 100+ professionals across U.S. and India‑based sites delivering enterprise software testing and change management programs.
  • Centralized the quality function enterprise‑wide into a unified, scalable operational model.
Cost Customer Relationships Risk & Compliance

Earlier career — engineering and operations leadership roles at emids, SmileDirectClub, and EDS/ACS.

CLux Performance Care

Engage me where the box needs filling

CLux Performance Care is how I take this framework into organizations that need senior leadership without a permanent hire — on a schedule that matches the actual problem.

Fractional CTO / CEO

Embedded, ongoing executive leadership on a part‑time basis — for organizations that need senior judgment on technology, operations, or strategy without the overhead of a full‑time hire.

Discuss this engagement →

Interim Leadership

Full‑time, time‑boxed leadership through a transition, wind‑down, turnaround, or executive search — stepping in to stabilize and execute, not just advise from the sidelines.

Discuss this engagement →

Strategic Advisory

Project‑based engagement on a defined initiative: M&A integration, AI and technology strategy, CMS/CMMI policy positioning, or organizational restructuring.

Discuss this engagement →

Rates are scoped to the length and intensity of the engagement — happy to talk specifics once we know which quadrant we're solving for.

Let's talk

Tell me which quadrant you're trying to move.

This form sends directly to my inbox. You can also reach me at carmen@cluxllc.com.