About me
See the board
Most health companies run telehealth, diagnostics, pharmacy, and distribution as four separate machines that barely talk to each other. I start by mapping the whole board (where the handoffs break, where a patient slips through, where margin quietly leaks). The seam between those domains, where operations meets compliance meets revenue, is where the real leverage lives, and it's the part most people never think to look at.
Invent the system
Seeing the gap is the easy part. The work is designing the system that closes it (SOPs, KPI dashboards, intake, escalation, and the guardrails that keep it honest) so a protocol on paper turns into adherence in real life. I design the guardrails first, because in healthcare the system should never guess. A 50mg dose is 50mg, not 25, not 100.
Build it
A plan that stays a slide deck is worthless. I build the machine and get it running in production (at HelixVM, a patient-operations engine scaled to 100K+ encounters over roughly 18 months. At Fenix, a live AI agent on Claude API and our ERP working the sales channel). The test I hold myself to is simple: the system should run so cleanly it eventually doesn't need me.
Meet Hugo Acurio (Based out of Fort Lauderdale Florida)
Healthcare Operations Leader | Fractional or Full-Time COO for integrated health companies (telehealth + labs + pharmacy fulfillment, run as one DTC system) | Turns protocols into adherence and P&L | Ex-Omron LATAM
I build the operating layer that lets health companies actually run (the integrated flow of telehealth, diagnostics, and pharmacy fulfillment, all working as one system instead of four disconnected ones). Fifteen years in, across consumer health, telehealth, and regulated pharma, that seam is where I live: operations, compliance, and AI, connected in one head.
Visionary Innovator
I see the shift before the market names it, then build the piece that proves it.
- Designed a disease-state subscription model in 2018, the market re-derived it about seven years later
- Production AI agent built in 13 days (Claude + ERP + WhatsApp)
- ~45% of warm leads recovered
Connecting Architect
I connect the domains specialists keep separate and build them into one system that runs at scale.
- 100K+ patient encounters over ~18 months, operating engine built from zero at HelixVM
- 50% appointment-handling time cut, human still in the loop
Igniting Leader
I activate people and markets: take a standing start, get it moving, then hold it to the number.
- 300% regional growth, #1 regional ranking at Omron LATAM
- 1,796 monthly physician/KOL engagements, demand doubled in under 8 months
Input and output
The three pillars are the input, meaning how I am wired before I walk into a company. The output is what a founder ends up with. Same three things read from two directions. Note where Build It sits: with the Igniting Leader, not the Architect. Nothing worth keeping gets built by one person.
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01
Visionary Innovator
Spots the shift early, then builds the proof.
See the Board
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02
Connecting Architect
Wires AI, clinical, operations, and revenue into one system that does not break when volume grows.
Invent the System
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03
Igniting Leader
Gets a stalled operation moving, then builds the team that keeps it moving.
Build It
But systems don't scale alone, they scale with people. I've coached commercial teams to nearly 1,800 monthly physician engagements, built a merchandising team that doubled demand in under eight months, and run the cross-functional cadence that keeps product, clinical, marketing, and ops accountable to the same number. The teams I've built have a habit I'm proud of: they outgrow the scaffolding I put up (at HelixVM, the operation I designed eventually ran so cleanly the platform itself could carry it).
On the personal side, I'm blessed with a family that keeps me grounded and a competitive streak I burn off at the racetrack (turns out a race car is just an ops dashboard doing 120mph). Both teach the same lesson: preparation, guardrails, and a calm head under pressure. I think clearly in systems partly because language never came easily, my brain built the structure to get around it. The board was always easier to see than to say.
An esteemed colleague who worked beside me described all three pillars: the connector who reads what every side needs, the innovator who did something different for a traditional brand, the leader who hands work off and trusts his team.
“A great capacity to connect what your bosses, the region, and the countries needed with what you and the agency wanted.”
When somebody who worked beside you names all three, it's a rewarding confirmation. Click here for more recommendations on LinkedIn →
Let's compare notes.