• Unified seven production centers into a scalable application infrastructure, reducing process waste, cutting licensing costs, and enabling robust reporting and growth opportunities.• Reduced technology debt and physical storage costs by 50% within six months, saving $93,000 annually. Achieved 30% annual savings by rightsizing Office 365 licenses and transitioning to Teams phones over traditional landlines• Cut technology vendor and duplicate application costs by 25%, significantly streamlining operational expenses.• Evaluated product IP to prioritize sunsetting outdated applications, eliminating tech debt, and reducing associated costs while laying the groundwork for future enhancements.• Designed Tier 3 support structure by aligning resources from four companies, breaking down silos, improving operational efficiency, and fostering knowledge sharing to scale operations effectively• Drove operational transformation by consolidating and optimizing resources, ensuring a scalable foundation for future growth and innovation

Promoted to manage $600K operating budget and lead global 6-member support team, providing technical product support to 655 healthcare customers across 6 products, while also leading 7+ member technical program implementation team.• Leading high-performing teams to implement 100+ client onboarding projects worth $+4MM in ARR using industry-standard project & program management practices. • Saved ~$25K annually by eliminating duplicate software systems via continuous improvement program initiatives. • Implemented process, policies & procedures to produce transparent KPIs to executive stakeholders, ensuring our ability to draw strategic insights. (Time, Cost, Quality, COGS). • Increased client satisfaction 11 points (from 83 - 94%) & reduced Customer Success organization frustrations by:o Layering a Center of Excellence approach & decreasing customer First Reply Time from 6 to 2 hours. o Shrinking Full Resolution Time ~ 2 hours by optimizing team coverage times, training, and maintaining a team culture of accountability.

Unified 2 companies’ technology product platforms after merger. Oversaw 7-member team of project managers, business analysts, & integration engineers. • Introduced $47K services revenue stream by selling post-implementation services for first time in company’s history.• Facilitated business development by educating Sales, Solution Engineering, Client Success & Support teams on new EHR (Electronic Health Records) product and processes. Reduced internal FAQs from 25/week to 1/week. • Successfully maintained high customer NPS (62%) & Time-to-Value during company transition.

Recruited by CEO to prepare company to be sold. Managed $725K operating budget. Led 15-person cross-functional team of project managers, implementation specialists & integration engineers while collaborating across organization for operational readiness.• Enabled company to be sold for $50MM (18X EBITDA) via optimizing/ developing & implementing project & program delivery strategies, policies, and procedures within 120 days. • Enabled executives and board members to make data-driven decisions by creating Source of Truth and visual reporting dashboards. Reduced time to create reports from 16 to 4 hours by streamlining and automating processes.• Reduced Time-to-Value by 60% & increased revenue ~$4MM by shrinking client delivery execution from 24 weeks to 9 weeks and decreasing delivery costs 5X.• Increased employee satisfaction (eNPS) from 14% to 20% through accountability & creation of efficient and repeatable processes.

Conceived and created an organization for female professionals to authentically connect and unite by networking collectively, sharing knowledge and growing future endeavors.• Grew email list to 115 engaged members• Identified and selected speakers to share their wisdom at in-person events.

Sr. Director, Integration Product & Technology Operations August 2019 – November 2020Built high-performing 15-person scrum team by introducing standard PMO execution framework and implementing a scalable SDLC and PDLC framework. Managed $1MM budget.• Reduced spend >50% and improved productivity 40% by restructuring team and refactoring delivery project lifecycle. • Within 4 months achieved 250% client implementation growth (from 12 to 30 customer integrations) and reduced frustrations for internal client-facing teams by clearing aged backlog.• Enabled leadership to make data-driven decisions by implementing company’s first OKRs. Metrics were used by all business units to prioritize internal initiatives and allocate resources (ePMO).

Led 8-member global product & development team, delivering 60+ interoperability projects leveraging hybrid PMO framework approaches. Managed $250K payroll budget.• Conceived, created, & led first integration and interoperability hub product with P&L responsibility of $1MM in annual services over 2 years. • Established first revenue share agreement by partnering with Finance & Legal to establish 3 new vendor partnerships.• Produced low cost/high margin revenue stream worth $75 - $90K in MRR (Monthly Recurring Revenue) • Ensured team delivered interoperability projects on time & in budget consistently meeting company revenue recognition goals established by Board of Directors

Led team of Project Managers across 35+ person cross-functional team to deliver 28 roadmap projects valued at $23MM. Managed $750K payroll budget.• Created Agile Stage Gate methodology and implemented PMO practices with governance employing PMP & LSS methodologies, frameworks, standards, metrics, and process improvements.• Led and mentored project managers resulting in an Increased on-scope project delivery rate 60%.• Enabled C-Suite to make strategic and tactical business decisions through standard PMO reporting, dashboards and KPIs.

Promoted to manage SAAS division of MEDHOST an emergency room software. Managed 3 employees and $3MM budget. Collaborated with product managers, software developers and operations engineers to define, manage and execute milestones for each release - without client disruptions or degradation of service.• Introduced Agile Stage Gate project management & governance to efficiently manage software development lifecycle.• Improved developer capacity 50% by establishing & leading Change Control Board, which eliminated competing priorities.• Reduced resource management waste 30% to meet product GA (Generally Available) forecasts

Promoted to Program Manager for Meaningful Use Stage 2 and International Classification of Diseases (ICD-10) conversion that ensured all healthcare clients were in compliance with US government regulations. Managed $1.5MM budget. Led 4 teams with 50 cross-functional resources across the enterprise, including Sales, Product Development, Compliance, Finance, Development Operations, etc.• Co-founded enterprise-wide Meaningful Use task force which oversaw implementation of $3MM in services revenue with $1MM ARR across 3 product lines & 200 hospital organizations, including publicly traded corporations. • Designed, developed, & implemented ICD-9 to ICD-10 client enterprise conversion program, setting company up to deliver on time to meet clients’ clinical and revenue cycle software needs. Project value: $2MM.

Managed interface product portfolio across 4 teams of project coordinators & interface analysts serving over 400 clients while engaging with 25+ third-party integration vendors.• Met or exceeded department monthly revenue recognition targets by ~10%.• Increased internal resource productivity 50% & reduced processing costs by standardizing project implementations, which enabled clients to streamline operations processes and eliminate waste.• Resolved 2.5-million interface product backlog within 6 months by instituting a project lifecycle, standardizing processes & leading teams per established categorized priorities.

Provided project management solutions for major HIS (Health Information Systems) and HIE (Health Information Exchange) implementations focused on HL7 (Health Level 7) system architecture solutions. Managed $700K budget. Responsible for resource allocation, scheduling, change control, design, development, reviews, documentation, user-acceptance testing, deployment, & post go-live production support.• Fulfilled $500K in client contracts by clearing implementation backlog.• Reduced pre Go-Live timelines 40% by designing repeatable & reproducible processes for 12-person cross-functional teams (e.g. application administrators, compliance, integration engineering, product marketing).• Increased internal profits 15% & increased project ROI for customers by developing feature enhancements within project scope.• Wrote Statement of Work for each hospital data-source and/or healthcare system participating in the HIE (Health Information Exchange) or IDN (Integrated Data Network).