Founder bio

Founder & Health System Reformer

Todd Schrubb is a health system reformer redesigning how long-term human capability is supported, financed, and measured.

He founded FLOW to address a structural flaw in the modern health system: disease management is highly developed, yet capability preservation and longevity optimization remain financially misaligned and institutionally fragmented. As a result, expenditures compound without corresponding gains in sustained capability.

Rather than improving isolated components, Todd is building an integrated model that aligns proactive health strategy, actuarial risk management, and structured financial architecture within a unified institutional framework.

His reform approach is architectural — focused on incentive alignment, governance discipline, and long-term cost stabilization.

Enterprise & Regulated Healthcare Leadership

Todd brings nearly three decades of leadership experience across regulated healthcare and financial systems.

In a decade at Deloitte, he:

Led an $80M multi-year healthcare software initiative recognized with the CIO Magazine Enterprise Value Award.
Directed multiple $30M+ public-sector modernization programs.
Spearheaded process excellence initiatives culminating in CMMI Level 4 maturity across 2,500+ professionals

He later:

Built and scaled a $24M healthcare technology services practice.
Led a $326M procurement achieving the highest technical and financial evaluation scores
Directed global product development initiatives serving public and private payers
Served as strategic executive advisor to multiple financial services clients covering banking, wealth management, insurance, and technology

His experience spans Medicaid systems, payer platforms, enterprise architecture, risk governance, and institutional-scale delivery.

Health system reform requires structural rigor. Todd’s background is rooted in building systems that withstand regulatory, financial, and operational scrutiny.

Founder & Health System Reformer

Todd Schrubb is a health system reformer redesigning how long-term human capability is supported, financed, and measured.

His reform approach is architectural — focused on incentive alignment, governance discipline, and long-term cost stabilization.

Leadership & Accountability

Todd operates under a simple principle: leadership owns outcomes. When teams succeed, credit belongs to them. When systems fail, responsibility rests with leadership.

He builds environments that balance rigor with stability — stretching capability while sustaining execution. Failure is treated diagnostically, not defensively.

This discipline underpins his approach to health system reform.

Reform Thesis

The modern health system is optimized for episodic intervention, not longitudinal capability stewardship.

Financial planning, insurance risk pooling, and health behavior operate independently despite shared long-term cost implications. The result is cost escalation driven by reactive intervention rather than sustained capability preservation.

Durable reform requires:

Financial incentives aligned with longevity behaviors
Integration of proactive health strategy into actuarial models
Measurable accountability across time
Institutional structures that reward stability rather than late-stage intervention

FLOW is being developed as infrastructure to realign these incentives — not by restricting care, but by making capability preservation economically coherent.

Partnership Approach

Reform at scale requires institutional collaboration. Todd engages with:

Employers seeking sustainable cost alignment
Financial institutions capable of fiduciary stewardship
Insurance carriers aligned with structured risk layering
Providers committed to person-centered care

The objective is architectural evolution — not institutional antagonism.Reform must be adoptable to endure.

Personal Commitment

Todd approaches health system reform as long-term infrastructure work. His career has centered on complex, regulated systems requiring disciplined execution and governance precision. FLOW extends that work into one of the system’s most persistent gaps: the absence of a coordinated, financially aligned model for sustained human capability.

The work is deliberate.

The sequencing is intentional.

The objective is end-to-end transformation of the health system.