Mark Evans: It's Mark Evans, and welcome to the podcast where we talk with RevOps and GTM leaders about the strategies, systems, and stories behind high growth companies.

Today, James MacArthur and I are joined by Rachel Nazhand, VP and Chief of Staff to the CMO at Zelis.

Rachel's the person you call when you need to make an organization run better.

From RevOps to systems to all the KPIs, workflows, handoffs, and processes in between. Rachel, welcome to the show.

Rachel Nazhand: Great to be here.

James McArthur: I'm personally very excited that you're here because you and I have been friends for a very long time, and we spend a lot of time talking about what we've been doing. A lot about what we haven't. But in this case, would love to hear about something that you've been doing recently or a project you've completed recently and that you're really proud of, that you feel like it went really well, and why? Why did that happen? What drove it?

Rachel Nazhand: As a bit of backstory, I was complaining to James that this is such an open-ended question. I didn't know where to start. Not that everything is going well, specifically. But I love constraints, operators love constraints. So I had to create my own. And so, I thought what might be most fun to talk about is the problem that plagues all of us, which is the big P of prioritization because we can do anything, but we can't do everything. And there's not an organization out there that knows where the bottom of their to-do list is, ourselves included. And that's been a huge focus for our team. But I think everybody in 2025 is not getting caught up in the do more with less mindset, which is appropriate, but what are you actually doing and why are you doing it?

James McArthur: It feels like what I read earlier on a post. We're going through project planning and I read it and there someone literally explicitly had said, should James be the project owner for this? And the other person goes, James cannot do everything. Find someone else.

Mark Evans: We say that a lot at Nue these days.

James McArthur: But I feel like as operators, it's something that we constantly run into. Especially in what you do at Zelis and what you've done throughout your entire career is this constant machining of parts internally where you're sitting there and you go, okay, that edge is really sharp. Let's take that over there and round off the edge or maybe that needs to be connected to something else so we don't have the, quite the sharp edge on it. And it's something that becomes really hard because all of a sudden you own the joint there for a while until you hand it off. So what are some of the things you've seen or done to help get through the de-ownership cycle of the whole thing. When it comes to taking the projects that you have kicked off, run, got going and now it's into, alright, it's a thing and I don't want to own it anymore. What's your process look like? You're my executive coach now, so thank you for that.