About
I'm from Cincinnati, and I still live here. I studied information systems and business analytics at the University of Cincinnati. Since then the work has crossed in-house analytics, consulting, project management, client delivery, independent projects, and teaching.
The organizations have been different sizes, and at different levels of maturity. What I keep looking for is stable scaling: a way for a system or a team to become more capable without becoming fragile, opaque, or hard to maintain.
Cincinnati is home. It is hills and neighborhoods, a river, bridges, and a lot of old infrastructure, with communities that keep their own character. That complexity is part of what I love about it.
The name is the city, and it is also how I like to work. Understand the parts. Respect that they are different. Find how they connect. Then try to make the larger system work a little better.
CincyLogic is the umbrella for this whole portfolio. Independent Practice Intelligence is one venture inside it, started in August 2026. The Independent Practice Resilience Assessment is an artifact of that venture. The venture keeps its own status.
I love this city, and I love being outside in it. I go back to the Cincinnati Zoo, the Cincinnati Museum Center, and the Roebling Suspension Bridge more often than a visitor would. At home the company is Dude, Poppy, and Dot.
My 10-year-old grump, too smart for his own good and the most loyal pal a person could ask for. He's mostly Boxer, Weimaraner, and Lab, and loves going for runs and conducting very thorough investigations of the backyard.
Special talent: Eating bugs in the house
Favorite foods: Peanut butter and eggs
A 5-year-old tabby, a queen, and fully aware of both facts. All interactions happen on her terms and her timeline. Have a problem with that? Good luck finding her.
Special talent: Rearranging houseplants, usually because they look better on the floor
Favorite food: Cheese
We brought Poppy home this year. She's our newest puppy and a tiny tornado of cuteness and mayhem. She's a true mutt, with 14 different breeds in the mix.
Special talent: Pooping 500 times a day
Favorite food: Mulch
I studied information systems at University of Cincinnati, Carl H. Lindner College of Business (Lindner Honors-PLUS). I then completed an M.S. in Business Analytics at University of Cincinnati, Carl H. Lindner College of Business. Those two sit on the intersection this site keeps returning to: a business question, a system, some data, a model, a decision, and the job of explaining it.
Later I came back as an Adjunct Professor of Finance. I teach graduate financial data visualization and Power BI. Building the answer is not enough. Another person should be able to understand the model, the assumptions, and the reasoning well enough to use it when I am not in the room. That is the same standard I want with a client.
From the earliest role on this site through the work I'm doing now. Where the dates overlap, the jobs overlapped. Teaching continued alongside the later delivery and consulting work.
Full resume available on request. LinkedIn.
Healthcare operations, a data model, a requirements document, a class, and a technical explainer are different kinds of work. They share a failure mode: skip the definition, and the rest gets confident and wrong. Useful breadth still depends on people who know the parts I don't. The unfinished thinking lives with the ideas.
Capability map
Eight domains. The job in the middle is the one I keep coming back to: make a complicated system clear enough to use. Choosing one explains how I see it, and where that experience stops.
Choose a capability. The note starts with a plain definition, then why it matters, where it shows up in the work, and where to go next.
Specialty operations, revenue cycle concepts, and the reporting a practice uses to see itself.
Operational systems, specialty practices, and the information that moves through them.
A specialty practice has to run care and a business, often with a smaller bench than a health system. If two reports about that operation disagree, the next decision is a guess.
Defining a measure, modeling the relationships underneath it, and making the result something another person can inspect.
Turning raw information into measures someone can define, inspect, and use.
A chart only helps if the number means what the room thinks it means. Many dashboard arguments are definition arguments that showed up late.
Turning an unclear request into scope, requirements, and coordinated delivery.
Converting an unclear request into coordinated work.
In healthcare delivery, work fails in the handoffs: between sites, between a requirement and a configuration, and between people using different words for the same object.
Diagnosing a problem and structuring a response the client can carry after the meeting.
Diagnosing a problem and structuring a response people can act on.
The first statement of a problem is often a symptom. A useful recommendation names what to do, what it depends on, and what would change the advice.
Teaching someone else to build a mental model they can use when I am not in the room.
Helping someone else build a mental model they can use without me in the room.
A model only its author can explain is a fragile asset, in a classroom and in an operation.
Studying how a language model turns a prompt into the next token, then teaching that mechanism at more than one depth.
Learning emerging technical systems from the mechanism, not the slogan.
People make decisions about tools they have only met as a product demo. A metaphor is true and not enough. A paper is enough and often unusable on a first pass.
How a fact moves from a source system to a sentence in a meeting, and where the meaning changes on the way.
How data, definitions, and reports connect, and where they quietly diverge.
Grain, keys, and transformations decide which questions a report can honestly answer. Two valid queries can still be two different facts.
Compressing a complicated situation so the decision is clear, and leaving a path back to the evidence.
Compressing a complicated situation without sanding off the part that changes the decision.
A shorter summary that cannot survive contact with the evidence under it is a faster way to be wrong.
toni@cincylogic.com LinkedIn Connect
Full resume available on request.