About this concept
Why I built this
Growth creates complexity. Good operating visibility turns that complexity into decisions.
This interactive concept demonstrates how I would approach visibility, prioritization, and operating cadence across a rapidly growing multi-site Colorado market.
It is not intended to prescribe Soar's internal KPIs before understanding the business. It demonstrates how I think: identify leading indicators, surface exceptions, understand root causes, assign actions, and measure results.
Boundaries
Data and integrity statement
This concept was created by Andrea Eastman using publicly available information about Soar Autism Center and illustrative operating scenarios. No Soar internal, proprietary, employee, family, patient, clinical, financial, or protected health information is used. Performance metrics and operating scenarios are fictional and are included solely to demonstrate an approach to multi-site market leadership.
Role scope
What the Market President owns
Understanding the boundary of the role is the first requirement of operating well inside it.
- Colorado market P&L
- Center operating performance
- Revenue growth and expense management
- Multi-site execution
- Leadership development
- New center / de novo expansion
- Family experience
- Operating KPIs
- Cross-functional execution
- Relationships with centralized functions
- Market-level strategic priorities
Clinical quality is owned in partnership with clinical leadership. This operating view never implies that the Market President independently determines clinical treatment or clinical standards.
First 90 days
Questions I would validate
These are operating hypotheses generated from public information and the responsibilities of the Market President role. They are questions to investigate, not conclusions about Soar's internal performance.
- 01
How much performance variation exists between mature Colorado centers?
- 02
Which leading indicators best predict a strong center quarter?
- 03
Where does staffed capacity constrain family access?
- 04
What practices consistently distinguish the strongest center leaders?
- 05
How quickly do family-experience signals reach market leadership?
- 06
What predicts successful de novo ramp performance?
- 07
Which operating practices should be standardized statewide and which should remain locally flexible?
- 08
What is the optimal span of control for Colorado center leadership as the market grows?
- 09
Which metrics should the Market President own versus clinical leadership?
- 10
What information does executive leadership currently have to manually assemble that could be surfaced automatically?
Prepared by Andrea Eastman · Candidate — Market President, Colorado · August 2026 · Return to Market Overview