Children’s Health

Roxane Mulenex

Healthcare Innovation Visionary

Roxane Mulenex leads Enterprise Care Management at Children’s Health, where she oversees care management, social work, disease management and pediatric-to-adult transition programs to improve care coordination, clinical outcomes and the patient experience. With more than 25 years of healthcare leadership experience, including 13 years at Children’s Health, she has led initiatives in operations, strategy and value-based care. Earlier in her career, she collaborated with the Centers for Medicare & Medicaid Services on Medicare Part D and led cost-containment initiatives. Roxane serves on national healthcare committees and was named one of the Top 50 Women Leaders of Dallas for 2025.

Building a Data-Driven Foundation

As a healthcare leader with an undergraduate degree in engineering and a master's in business administration, I approached my role as the leader of Enterprise Care Management (ECM) at Children's Health with a data-driven mindset, recognizing that my strengths in strategy, operations and analytics would complement the deep clinical expertise of our teams.

ECM was established at Children’s Health as part of a broader care model redesign that unified care coordination, social work, disease management and pediatric-to-adult transition services into a single enterprise function. When I assumed leadership four years ago, one of my primary goals was to elevate the visibility and value of this multidisciplinary team while building the infrastructure needed to measure and continuously improve its impact.

“Meaningful transformation begins with reliable data. Before an organization can improve outcomes, it must first understand its current performance.”

My previous experience in managing business analytics for my health system’s managed care plan as well as leading operations for our accountable care organization reinforced a fundamental principle: meaningful transformation begins with reliable data. Before an organization can improve outcomes, it must first understand its current performance. We began by evaluating how clinical information was documented within our electronic health record and developed reporting capabilities that allowed leaders to understand, for the first time, the scope of patients being served across ECM programs. As our analytics matured, we gained deeper insights into clinical outcomes, operational performance and opportunities to improve care for the populations we serve.

Turning Insights into Measurable Results

That data-driven foundation enabled us to transform the organization in several meaningful ways:

• Negotiated value-based care contracts that recognized and supported provider-led care coordination for medically complex pediatric patients.

• Expanded specialty navigation services across medically complex populations to strengthen integrated care models and reduce fragmentation of care.

• Developed enterprise dashboards highlighting Potentially Preventable Readmissions, demonstrating strong performance through state-reported quality measures and driving continued improvement.

• Achieved national recognition of our Asthma Management Program through The Joint Commission, validating a scalable, evidence-based model of care.

• Leveraged the success of the asthma program to expand disease management and rising-risk programs across multiple pediatric specialties.

• Streamlined administrative workflows through process redesign and technology, enabling the team to accommodate patient growth without proportional increases in staffing.

• Designed and implemented pediatric-to-adult transition planning tools within the electronic health record that became the foundational framework for our EHR vendor's transition program.

Demonstrating Enterprise Value

Equally important was ensuring this work was visible to executive leadership. The development of an ECM Executive Snapshot and Annual Report created a consistent way to communicate outcomes, demonstrate organizational value and reinforce the strategic role of enterprise care management capabilities in advancing quality, patient experience and value-based care. These tools helped build executive support for continued investment while fostering a culture centered on accountability, innovation and measurable results.

Leading the Future of Enterprise Care Management

My advice to healthcare leaders is to view enterprise care management services not simply as a collection of clinical programs, but as a strategic capability that connects patients, providers and communities across the continuum of care. By investing in strong analytics, empowering multidisciplinary teams and consistently demonstrating measurable impact, organizations can create sustainable models that improve outcomes, enhance the patient and caregiver experience and position care management as a critical driver of healthcare transformation.