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Professional experience · Selected case studies

Complex problems become solvable when the operating system becomes visible.

Centurio helps public-sector and healthcare leaders turn policy, data, and strategy into practical systems that improve execution, strengthen teams, and build organizational resilience.

Explore selected work ↓Meet the founder →

Why CSG exists

Operational insight,
grounded in service.

CSG grew from a recurring observation: organizations often know what they want to accomplish, but the structure around the work makes execution harder than it needs to be.

Joel Arriolacolmenares has spent his career entering complex environments, learning how they truly operate, and helping leaders connect mission with capacity. His experience spans military healthcare leadership, public health nursing, statewide operations, organizational design, workforce development, procurement, contract strategy, and change implementation.

That experience shaped a practical philosophy: listen closely, understand the whole system, name the real constraint, and build a solution the organization can sustain. CSG exists to make that disciplined problem-solving capacity available to other organizations.

Selected professional experience

Case studies in making systems work.

Each example separates the problem, Joel’s contribution, formal decision authority, and the organizational outcome—so potential clients can understand the work without overstating individual credit.

01

Procurement · Logistics · Workforce Capacity

Reducing vaccine waste while building statewide logistics capacity

16,000baseline seasonal order
5,035projected returns identified
14,000next-season reservation

The situation

A distributed public health system was reserving substantially more seasonal influenza vaccine than it could reliably administer. Nurses and managers also spent clinical-rate labor redistributing inventory and driving returns between rural sites.

Joel’s contribution

Joel analyzed ordering and return patterns, clarified vendor terms, activated underused cooperative purchasing options, and helped redesign the process around smaller direct-to-site orders, a more consistent vendor strategy, and an allowable statewide shipping capability.

What changed

  • Reduced the following season's reservation from 16,000 to 14,000 doses based on demonstrated demand.
  • Replaced routine nurse-driven redistribution with direct delivery and carrier-supported returns.
  • Expanded procurement access through MMCAP Infuse and a Cardinal Health account supporting additional immunization needs.
  • Turned a perceived policy barrier into an approved, reusable logistics capability available across programs.
Why it matters to a client

This illustrates how CSG connects demand forecasting, procurement, policy interpretation, workforce economics, and last-mile operations—not as separate fixes, but as one operating system.

02

Operating Model · Rural Delivery · Organizational Design

Building a clearer statewide public health nursing operating model

3defined operating areas
Statewiderural service footprint
Durablemodel sustained over time

The situation

A statewide service-delivery structure had overlapping program responsibilities, uneven management capacity, unclear decision pathways, and administrative roles that were not designed to support distributed rural healthcare operations.

Joel’s contribution

Beginning in an operations role and continuing after assuming executive nursing leadership, Joel mapped formal and informal workflows, assessed regional coverage and workload, gathered staff input, defined service domains, and developed an operations framework that separated clinical leadership from the infrastructure required to support it.

What changed

  • Organized statewide nursing operations into clearer geographic areas with defined management accountability.
  • Helped distinguish public health nursing operations from adjacent program structures with different missions and service requirements.
  • Designed and advanced Billing & Operations Lead responsibilities spanning revenue-cycle support, logistics, inventory, assets, facilities, accruals, and continuity.
  • Established an operating model that remained visible in subsequent organizational structures and leadership roles.
Why it matters to a client

This demonstrates CSG's ability to translate a complex organizational diagnosis into roles, decision rights, work rhythms, and support systems that people can actually operate.

03

Contract Strategy · Governance · Rural Access

Reframing a legacy contract model while protecting service access

51.8%FY23 award utilization
81.9%FY24 award utilization
31.6%award pool right-sizing

The situation

Long-standing local service contracts had lost clear governance and repeatedly under-executed against their awards, creating year-end funding scrambles without a consistent relationship between expenditure, workload, and public health access.

Joel’s contribution

Joel reconstructed the historical financial and operating picture, surfaced the governance problem, supported difficult stakeholder conversations, and framed alternatives for executive decision-makers. Formal termination authority remained with agency leadership; the analysis helped leadership own and execute the decision.

What changed

  • Right-sized the award pool while increasing actual expenditures in the following year.
  • Improved utilization from 51.8% to 81.9% before the final transition period.
  • Supported a planned conclusion at the end of the contractual term rather than an abrupt service disruption.
  • Helped shape a coverage approach using state public health nurses, in-person and remote options, and existing community providers.
Why it matters to a client

This shows how CSG approaches entrenched systems: establish the facts, clarify authority, make tradeoffs visible, build alignment, and protect the mission through transition.

The CSG approach

From diagnosis to durable capacity.

CSG does not arrive with a generic playbook. The work begins by understanding the organization on its own terms, then building the conditions for better execution.

01

See the system

Map the mission, incentives, decision rights, culture, funding, and informal power that shape performance.

02

Find the friction

Distinguish policy constraints from inherited habits, surface root causes, and quantify the cost of the current state.

03

Build the capability

Design the roles, processes, governance, vendor relationships, and tools required for reliable execution.

04

Make it durable

Transfer ownership, establish work rhythms, and leave behind systems that can adapt after the engagement ends.

Additional experience in practice

EHR stabilization & governanceRevenue-cycle coordinationWorkforce & role designProcurement & vendor strategyExecutive decision supportChange leadership

Documented qualifications

Prepared to teach—and trained to operate.

CSG’s training and advisory work is reinforced by current instructor qualifications and military education grounded in planning, coordination, and execution under complex conditions.

Current instructor certificationsValid through 2028

American Red Cross Instructor Qualifications

Current instructor credentials supporting workplace, healthcare, public-sector, professional-rescuer, and community training.

  1. 01Basic Life Support Instructor r.25
  2. 02First Aid/CPR/AED Instructor r.25
  3. 03CPR/AED for Professional Rescuers Instructor r.24
  4. 04Emergency Medical Response Instructor
  5. 05First Aid for Severe Trauma Instructor
  6. 06Life-Threatening Bleeding Tourniquet Application Instructor
Individual certification expiration dates vary from June through August 2028.

Selected military education

U.S. Army Battle Staff NCO Course

U.S. Army Sergeants Major Academy · Graduate, 2011

A functional course preparing selected noncommissioned officers for battalion-and-higher staff assignments. The course develops capability in staff coordination, operational planning, briefings, plans and orders, and supporting decision-making across staff functions.

Client relevance

Structured analysis, cross-functional coordination, and disciplined execution when the environment is complex and the mission cannot pause.

Bring the hard problem

Let’s make the system easier to see—and the mission easier to execute.

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