Sourced live this week, current in role, verified email, no current customer or partner. The five-touch sequence is in lemlist as a draft under your name. Nothing sends until you say so.
C-level seats get email and LinkedIn only. Email 1 splits A/B: a benchmark question against an offer note. The three middle paragraphs of Email 1 change by person (the three angles below); everything else is verbatim from the draft.
Subject: idle minutes at {{companyName}}
Hi {{firstName}},
{{opener}}
{{angleIdea}}
{{angleProof}}
{{angleAsk}}
Nathan
Hi {{firstName}}, shot you a note by email about idle time and overtime across {{companyName}}'s operations, thought this might be quicker. Nathan, Intradiem
Subject: (in thread)
Hi {{firstName}},
One number I left out. Humana's agents took 12,000 hours of voluntary time off that Intradiem found inside the schedule, which Humana counts directly as overtime avoided.
That's the shape of it in most operations: the capacity is already on the payroll, it just arrives at the wrong minute.
Is overtime a line you're being asked to take down this year, or is it holding steady?
Nathan
Thanks for connecting, {{firstName}}. Short version of my email: {{companyName}}'s operations pay for idle minutes inside the shift and overtime after it. Intradiem sits on top of the WFM and case systems you already run and moves work into those idle windows as they open, contact center and back office. Humana has two hours back per agent per month on the record. Worth a conversation on what that looks like across your teams?
Subject: (in thread)
Hi {{firstName}},
I'll leave this here. If the overtime line or {{peak}} puts intraday capacity back on your desk, reply to this thread and I'll pick it up.
Good luck with {{peak}}. May it treat {{companyName}}'s teams better than last year's did.
Nathan
There's a cost in there you pay twice: idle minutes inside the shift, and overtime after it to clear what didn't get done.
That's what Intradiem does. It sits on top of the WFM and case systems your claims and service teams already run and moves work, training and breaks into the idle windows as they open, contact center and back office. Humana has it on the record: two hours back per agent per month, and 7X five years in.
Worth a conversation on how much of AARP's overtime is idle time in disguise?
In service operations the trade usually gets framed as cost or experience. The idle minutes inside the shift are the one lever that moves both: coaching and training happen in the quiet windows instead of never, and the busy windows get the people back.
That's what Intradiem does. It sits on top of the WFM and case systems your billing, credit and service teams already run, spots idle windows as they open, and moves work, coaching and breaks into them, contact center and back office. Humana has it on the record: two hours of capacity back per agent per month, and handle time down 45 seconds.
Worth a conversation on where AES's coaching hours actually come from today?
Most of a change portfolio is modelled benefit. Intraday capacity is the known number: it's already on the payroll, and it runs as rules on top of the systems you already govern, nothing new to stand up.
That's what Intradiem does. It sits on top of the WFM and case systems your billing, credit and service teams already run, spots idle windows as they open, and moves work, training and breaks into them, contact center and back office. Humana has it on the record: the return landed inside the first year, and 7X five years in.
Worth a conversation on whether that belongs in AES's roadmap as the certain line?
Hi Juan,
Six months into the COO seat at AES, the listening tour is over and the operating agenda is getting written.
There's a cost in there you pay twice: idle minutes inside the shift, and overtime after it to clear what didn't get done.
That's what Intradiem does. It sits on top of the WFM and case systems your billing, credit and service teams already run and moves work, training and breaks into the idle windows as they open, contact center and back office. Humana has it on the record: two hours back per agent per month, and 7X five years in.
Worth a conversation on how much of AES's overtime is idle time in disguise?
Nathan
Hi Taylor,
Six months into the COO seat at AES, the listening tour is over and the operating agenda is getting written.
In service operations the trade usually gets framed as cost or experience. The idle minutes inside the shift are the one lever that moves both: coaching and training happen in the quiet windows instead of never, and the busy windows get the people back.
That's what Intradiem does. It sits on top of the WFM and case systems your billing, credit and service teams already run, spots idle windows as they open, and moves work, coaching and breaks into them, contact center and back office. Humana has it on the record: two hours of capacity back per agent per month, and handle time down 45 seconds.
Would it help if I sent a short note on how operations leaders size that number for their own teams? No meeting attached, I'll just send it.
Nathan
Hi Amy,
Six months into the CAO seat at Algonquin Power & Utilities, the listening tour is over and the operating agenda is getting written.
There's a cost in there you pay twice: idle minutes inside the shift, and overtime after it to clear what didn't get done.
That's what Intradiem does. It sits on top of the WFM and case systems your shared services and back-office teams already run and moves work, training and breaks into the idle windows as they open, contact center and back office. Humana has it on the record: two hours back per agent per month, and 7X five years in.
Worth a conversation on how much of Algonquin Power & Utilities' overtime is idle time in disguise?
Nathan
Hi Aldemaro,
Winter season starts in a few weeks, and AES's billing, credit and service teams will staff for the storm days and pay for the quiet ones.
Most of a change portfolio is modelled benefit. Intraday capacity is the known number: it's already on the payroll, and it runs as rules on top of the systems you already govern, nothing new to stand up.
That's what Intradiem does. It sits on top of the WFM and case systems your billing, credit and service teams already run, spots idle windows as they open, and moves work, training and breaks into them, contact center and back office. Humana has it on the record: the return landed inside the first year, and 7X five years in.
Worth a conversation on whether that belongs in AES's roadmap as the certain line?
Nathan
People six months or less into the seat get the new-in-role opener. Everyone else gets the dated vertical peak line.
| Vertical | People | Accounts | Peak named in Email 3 |
|---|---|---|---|
| Financial Services | 254 | 96 | year-end close |
| Healthcare | 228 | 69 | open enrollment |
| Insurance | 125 | 57 | the Q4 claims and renewal peak |
| Utilities | 82 | 46 | the winter season |
| Retail | 80 | 58 | holiday peak |
| Telecom | 34 | 20 | device season |
Health-system COOs run patient access, billing and revenue cycle. Unit-level ones (a hospital, a medical group, a market) are weaker seats for it. They are loaded and listed below; say drop and they come out.
US market, C-level, no obligation. If you want it back in your words, it goes on the last line of Email 1 and Email 3.
Every email, note and message on this page is editable per lead or per step. The numbers stay; the words are yours.
The warm mailbox, not the main one. The campaign moves to it the day lemwarm clears it, then the readiness check, then your start.
| Name | Title | Account |
|---|---|---|
| Monica M. Bejarano, MHA | Banner Medical Group VP & COO | Banner Health |
| Ajay Kharbanda, MBA, CMPE, SFHM | Vice President Operations/COO Hampton Roads Medical Group | Bon Secours Mercy Health |
| Jeremy Skoog MBA, MPT, OCS | Chief Operating Officer - Bon Secours Medical Group | Bon Secours Mercy Health |
| Jennifer Wehrs | Market Chief Operating Officer | Bon Secours Mercy Health |
| Jennifer Beal | SVP, CHRISTUS Health & CAO, CHRISTUS Trinity Clinic | Christus Health |
| James Williams | Market Chief Operating Officer | CommonSpirit Health |
| Kristie Smith | Chief Operating Officer, Greenville, Big Rapids and Reed City Hospitals | Corewell Health |
| Liz Youngblood MBA, RN, FACHE | SVP / Chief Operating Officer Hospitals & Post Acute Care, East Region | Corewell Health |
| Bryan Gaffy | Chief Operating Officer - Acute Care Community Hospitals | Fairview Health Services |
| Courtney Gibbons | Chief Operating Officer, HCA Florida Mercy Hospital | HCA Healthcare |
| Joseph Zimmerman | Chief Operating Officer, Henry Ford Medical Group | Henry Ford Health System |
| Miles Schermerhorn, MHSA | Chief Administrative Officer (CAO), Mosaic Clinically Integrated Network (CIN) and Populance | Henry Ford Health System |
| Sarah Wingfield | Chief Operating Officer - IU Health Medical Group | Indiana University Health (Clarian) |
| Scott Baker | Chief Administrative Officer (CAO) - Intermountain Healthcare Medical Groups | Intermountain Health |
| Natalie Caine | Chief Administrative Officer Mayo Clinic Rochester | Mayo Clinic |
| Christina Zorn | Chief Administrative Officer, Mayo Clinic | Mayo Clinic |
| Maneesh Goyal | Chief Operating Officer, Mayo Clinic Platform | Mayo Clinic |
| Misty Hauser, DHA, MSN, RN | Vice President/Chief Operating Officer-Hospital Based Providers | Memorial Hermann |
| Vivien Bond | Vice President - Operations / Chief Operating Officer - Katy Hospital | Memorial Hermann |
| Marcie Sierra | Market Chief Operations Officer | Mercy |
| Josh Roberts | Chief Operating Officer, Piedmont Atlanta Hospital | Piedmont Healthcare Incorporated |
| Kevin Hoppe | Chief Operating Officer, Physician Enterprise | Piedmont Healthcare Incorporated |
| Scott Ansede | Executive Director Physician Specialty Ops, COO University Health Care Physicians, Hospital V.P. | Piedmont Healthcare Incorporated |
| Melissa Gardner | President and COO, Rochester Regional Health Clinically Integrated Network | Rochester Regional Health |
| Sinéad Ingersoll, FACHE, FACMPE, MHA | Chief Operating Officer, Canton-Potsdam Hospital/St. Lawrence Region | Rochester Regional Health |
| Jill Graziano RN BSN MBA | President and COO of UMMC and Unity Hospital | Rochester Regional Health |
| Katrina Wojciechowski MS, PA, EdD | VP, Chief Operating Officer, Rochester General Hospital | Rochester Regional Health |
| Kelly Baumer, FACHE | Chief Operating Officer SSM Health Saint Louis University Hospital and St. Mary’s Hospital-St. Louis | SSM Health Care Corporation |
| Mary Bernardo | Chief Operating Officer, Tenet Physician Resources Arizona Market | Tenet Healthcare |
| Josh Floren | Executive Vice President, Hospital Channel Chief Operating Officer | Texas Health Resources |
| James Bennan | Chief Operating Officer - Community Hospital Division | UCSF Health |
| Philip Fitzgerald | Market Chief Operating Officer | UnityPoint Health |
| Brian Adams | Chief Operating Officer- UH Portage Medical Center | University Hospitals |
| Robyn Strosaker | Market President and Chief Operating Officer | University Hospitals |
| George Ata, MBA, FACHE | Chief Operating Officer, UH Physician Services & Systems of Care | University Hospitals |
| Lee Ann Liska | President and Chief Operating Officer, Vanderbilt University Hospital | Vanderbilt University Medical System |