That track record of running P&L-owning businesses led to his appointment to LabCorp's Senior Science Management team, where he helped align technology strategy with business priorities and supported LabCorp's M&A team in evaluating acquisition targets, sharpening the same instincts in operating discipline and deal evaluation he'd soon need to build a business of his own.

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That progression, five distinct, P&L-owning businesses inside LabCorp, plus a seat evaluating how outside businesses fit LabCorp's portfolio, is what led LabCorp's Executive Vice Presidents to handpick Louis to build the industry's first laboratory benefits management company. Starting from a one-page charter, Louis built and scaled BeaconLBS into a nationally deployed healthcare technology platform exceeding $90M in revenue, the sixth business of his career. He ultimately served as functional COO, CIO, and CPO, leading 92+ professionals across product, technology, and operations, and drove EBITDA margin expansion over a three-year period from 9.6% to 19.7% to 29.9%.

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In 2023, that sixth business was acquired by Carelon, a subsidiary of Elevance Health, and Louis carried it through the deal from both sides. He led the technology and operational due diligence, producing no material findings and a close in under six months, then led the integration itself to completion in under six months, against a typical nine to twelve month timeline, with zero customer disruption. He stayed on to direct 100+ cross-functional professionals architecting a $250M addressable claims-spend cost optimization platform for Carelon and Elevance Health.

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From there, Louis carried that same operating discipline to GeneDx, where he built the company's Office of Program Management operating model from the ground up, establishing portfolio-level prioritization and predictive governance across Revenue Cycle Management, Market Access, and Government Affairs. He translated that structure into a decision-ready analytics foundation, giving executive leadership the visibility to weigh competing initiatives against strategic priorities rather than departmental momentum, extending the same integrated operating discipline he'd built at BeaconLBS to a new organization.

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Across his career, Louis hasn't led one company for thirteen years; he's led six businesses, each judged on its own bottom line, one of which he carried all the way through a clean, fast acquisition and integration, and a model of integrated operating discipline he has since carried into other organizations.

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Atlas leverages Louis's COO, CIO, and CPO experience to align operations, technology, and product, the functions that most directly shape growth, performance, and enterprise value.