Physician Executive | Board Chairman | NACD Directorship Certified
Healthcare board chairman and former CEO who brings a practicing physician's judgment to the board's core work: overseeing strategy and management, financial reporting and risk, and the quality of care a company delivers.
Board leadership and financial oversight. I have chaired the boards of three private healthcare companies: Green Cross Health Systems (1994–2010), Salubris Health (2020–2025), and Sapien Care (since 2025). At Green Cross, as chairman and CEO, I oversaw the CFO, engaged external auditors, and approved audited financial statements. At Salubris I oversaw the CFO and external audit as CEO and kept board-level oversight of financial reporting as chairman. I prepared deliberately for public-company service through NACD Directorship Certification and Harvard Business School director education.
Strategy and enterprise risk. As founder and CEO of Salubris, a Medicaid health plan in Miami-Dade, I led the company through Florida's 2014 shift to statewide managed care. I sold its network assets to a larger regional healthcare organization and stayed on as CEO of the successor MSO. There I integrated about 40 pediatricians and negotiated a global-risk contract with Humana, reaching more than 80 providers and 30,000 covered lives. At Green Cross, a three-site behavioral health provider, I sustained operations through one regulatory cycle and led an orderly wind-down in the next.
Clinical quality and technology accountability. I practice primary care in Coral Gables and use AI in daily patient care. I led Green Cross to Joint Commission accreditation and drafted Sapien Care's Board Charter and AI Governance Charter. I am especially interested in the ethical and human consequences of technology in healthcare.
Three private healthcare company boards chaired. Oversight of the CFO, external auditors, and audited financial statements.
Holding management accountable for performance, reporting, and controls.
Partner, adapt, or exit: led a Medicaid health plan through a market transition and a behavioral health provider through two regulatory cycles.
Judging when to invest, partner, change direction, or exit, and what each means for patients, physicians, and staff.
A practicing physician who uses AI in patient care every day, FAA Senior Aviation Medical Examiner, and commercial pilot.
Examining how technology and organizational decisions affect care, accountability, and people.
"Before a board commits, I want to know where the nearest airport is: the options to mitigate, continue, grow, or exit, and what each would cost patients, physicians, and staff."— Miguel A. Núñez
A physician's view of where accountability for clinical AI sits, and what boards should ask.
Healthcare governance and board oversight: payer economics, physician networks, regulatory change, and clinical AI.
I welcome conversations about public-company board opportunities in healthcare services, particularly where payer–provider economics, physician integration, and regulatory change are central to the strategy.
Miami, Florida · English & Spanish