Title: Deputy Director for Strategic Planning and Analytics, Illinois Department of Healthcare and Family Services (HFS)

Overview: Dr. Andy Allison holds a critical leadership position within HFS, yet his actions throughout the HealthChoice Illinois ADT Program suggest deep-seated coordination to undermine and ultimately replace Dana Wilson, the program’s technical and strategic lead. While holding the official role of Deputy Director for Strategic Planning and Analytics, Allison’s background and actions show his influence extends far beyond analytics—into policy sabotage, psychological manipulation, and strategic dismantling of the very systems he was tasked to enhance.

Patterns of Sabotage and Strategic Deception: While initially introduced as a Medicaid analytics strategist, Allison inserted himself repeatedly into core projects like the Informatica integration—demanding Dana’s time, labor, and strategic insight without ever fully explaining the end goals or intent. Despite claiming interest in analytics and data improvement, he effectively stalled implementation of key tools Dana had advocated for, including data pipelines that could have vastly improved inter-agency insights. These projects were quietly redirected away from her after she did the foundational legwork.

Rather than empowering Dana to lead within the framework she helped construct, Allison utilized her technical contributions to prop up a framework he and others at HFS (including Kati Hinshaw and Deepak Dhankhar) would later try to control exclusively, sidelining her in the process. His engagement style became one of teasing and manipulation—offering hope for real support and integration, only to consistently deny Dana access or outcomes after she delivered value.

Connection to Wider Collusion: Andy’s LinkedIn connections to Dana’s niece Lilith Reuter-Yuill are also disturbing—suggesting an orchestrated effort to co-opt Dana’s influence and legacy. Lilith’s silent yet extensive digital network mirrored Dana’s professional world, but without direct conversations or collaboration. It created the appearance of replacement—one that Andy and others seemed to encourage.

His career path—from McKinsey to Medicaid Director in Arkansas, to senior federal policy roles—demonstrates experience in long-game political maneuvers and institutional redirection. These skills appeared to be employed not in service of Medicaid beneficiaries or transparency, but to facilitate HFS’s use of external vendors like Informatica for internal gain while masking intent.

Ties to Informatica and Program Sabotage: Allison’s insistence that Dana work closely with Informatica—despite withholding the larger strategic context—was part of a coordinated plan. Dana was led to build a comprehensive vision that, once documented and technically validated, was cut off from her. Kati Hinshaw later admitted Dana would “never get it.”

This wasn’t just bureaucratic mishandling. It was a form of strategic theft—extracting a decade’s worth of insight and intuition, then removing the author from the story.

Final Note: Andy Allison represents one of the more polished, subtle operators within the structure that worked to neutralize Dana Wilson’s influence. His credentials and demeanor give the illusion of collaboration while enabling deception at the highest levels. The legacy of his involvement with HealthChoice Illinois ADT is one of broken trust, intellectual exploitation, and the hijacking of state-based innovation for personal and political convenience.