Rosa Smothers and I met at the CIA more than a decade ago, two women navigating one of the most demanding, high-stakes environments in the world. We worked in rooms where the job was to take fragmented, time-sensitive information — often incomplete, always urgent — and turn it into something actionable. We learned quickly that the most dangerous thing wasn't a lack of data. It was data that existed but wasn't reaching the right person in time to matter.
I spent years as a targeting officer leading counterterrorism operations. Rosa ran cyber programs and eventually helped take KnowBe4 to a unicorn IPO. Between us, we've briefed senior officials and heads of state under pressure, built programs from nothing, and delivered results in environments that left little room for error. We didn't set out to disrupt healthcare. But when we looked at how hospitals actually function, we couldn't unsee the problem.
A physician believes a patient is ready to go home. Somewhere else in the hospital, a case manager is waiting on a placement request that hasn't been submitted. The discharge coordinator has no visibility into any of it. The patient waits — sometimes an extra day, sometimes longer — not because something went wrong medically, but because the information needed to move things forward never reached the people who needed it.
The people show up. The tools let them down. That is not acceptable — and it's something we knew we could fix.
We've lived this. I have a severe anaphylactic food allergy and have been hospitalized because of it. Rosa is a lifelong Type 1 diabetic. We've both sat in hospital beds and watched dedicated, talented care teams work around systems that weren't giving them a shared picture of what was happening.
One of the most important things I learned as a targeting officer was that better outcomes don't always come from more information. Sometimes the leverage point is further upstream — in how you frame the question, and in making sure the right people have access to what's already known. I rebuilt our targeting methodology around that insight. We moved faster, used fewer resources, and disrupted networks more effectively because we stopped treating symptoms and started fixing structure.
That is exactly what we are doing with DispoHealth. We have built an AI workflow layer that integrates with any hospital's existing Electronic Health Record system and gives the entire care team — physicians, nurses, case managers, discharge coordinators — a unified, real-time view of each patient's status. Our models predict discharge readiness 24 to 48 hours out. Because we are EHR-agnostic and built on federally mandated API standards, we deploy in weeks rather than the year or more that most competing solutions require.
Two women who spent their careers turning chaos into clarity are now bringing that same capability to hospitals — because patients deserve better, care teams deserve better, and we know exactly how to build it.
We call it Patient Disposition Intelligence. It reflects both where we came from and what we are building toward.