• Lead operations and management of tri-party mission based on Research, Teaching, & Care Delivery based on Patient Centered Medical Home (PCMH) framework with over $7.7M grant funding & charges and 80 reports• Raised $1.5M funding to shift towards Value based primary care delivery model established by PCMH architecture with potential of cost savings & new revenue streams of annual $2.1M with yield of 42%; Accomplish this effort by strategically collaborating with Payors and Primary Care Departments for a holistic Care Delivery Model enabled by Technology & Multi-Skilled resources • Raised $2.6M funding for Ambulatory Expansion with NPV of $3.3M and BreakEven of 16-22 months; Led cross functional effort to build Business Case involving market & services identification with favorable payor mix, building Prof & Facility Income & downstream potential revenue model, and operational plan by primarily representing patient ‘consumer’ vs ‘disease’ alone needs in a crowded competitive market• Improved dollar per wRVU by 9% via provider coding 1:1 training sessions, documentation review process, and payor mix• Strategically lead cross-functional team of researchers, statisticians, and analysts to study clinic workflow efficiency for potential intervention with targeted improvement of 10% clinicians productivity and paper publication.

• Strategized client transition to Value based payment model by leading development of 30 days Readmission Population Framework to build actionable insights for interventional care models targeted to improve readmission rate by 50% for selected DRG/Disease states with potential to contribute $750k-1M annual cost savings and increased revenue • Build strong relationship among cross functional team represented by researchers, care managers, physicians, and patient advocates to build an effective chronic health program; Staged efforts to include community and governmental leaders to incorporate Health and Wellness and education & awareness• Manage Client-Cerner Innovation Board represented by Cerner and client C-Suites to identify next generation care delivery models and technology architecture focused on improving clinical outcomes and cost containment for client’s strategic goals • Act as an ‘venture capitalist’ to evaluate new ventures presented by start-ups and Cerner by structured evaluation methodologies, socialization with client leadership, and identifying pilot opportunities with scale; Mentor new start-up for product improvement, evaluation, & testing, and providing leadership coaching to start-up CEOs• Lead contract negotiation, identify metrics of success, and manage projects with focus on change management for new ideas and pilots• Co-lead design clinics with technology partners for next generation cardiology informatics solutions with active collaboration with nationally recognized interventional cardiologists

Change Agent who led clinical and management engineering team to reengineer clinical business processes for increase patient care outcomes & satisfaction, revenue capture, and clinicians efficiency. Major Accomplishments (with respect to my team): • Led creation of structured framework to collaborate with clinicians to ensure clinical needs are translated into optimal business & technical requirements for technology solutions offerings. Uncovered opportunities to improve clinicians’ productivity and top line growth by 40% for optimized workflows and implemented projects.•Established trusting relationship with C-Suite and clinical leadership by delivering results at expected time period. Satisfactorily negotiated deliverables for any unforeseen delays with limited impact to customer satisfaction •Build high performance consulting team with laser focus to customer satisfaction by effective hiring & pruning strategy, measurement thresholds with deliverable timeline, platform for team cross-collaboration, and effective staff development plans•Directed cross-functional crisis-response teams, involving multiple vendors and internal IT resources, providing critical incident leadership to remediate go-live issues and restore customer confidence in vendor. Managed closed-loop lessons learned process designed to identify root cause(s) of critical customer issues. Leveraged opportunity to innovate next generation vendor solution • Facilitate teaching mission of the institution and fostered residents & medical students patient care service by leading effort to create and avail EMR training; Doubled delivery capacity by training 294 residents & medical students compared to 150 with notable assessment improvement b/w pre and post tests that showcases the content value of training•Led cross functional team involving clinical, system, infrastructure, and vendor architects to optimize performance by 100% resulting in increased physicians satisfaction & productivity

Recognized clinical transformation business leader with Duke MBA and Fortune 50 experience successful at leveraging technology and Business Intelligence to create and execute roadmap for systemic transformation and care delivery redesign based on current capabilities and vision. Major Accomplishments (with credit to my leadership team):• Met CMS Meaningful Use EHR Incentive Stage 1 by transitioning from complete paper environment to Electronic Medical Record (EMR) in an accelerated implementation cycle of 6 months, under budget of 25%, and received $1.5 Million EHR federal and state funding• Spearhead implementation of Revenue Cycle Management and Supply Chain solutions to improve revenue collections and organizational productivity by 25% and 50% respectively• Define organizational business intelligence strategy to create strategic value and provide real-time actionable clinical, financial, and operational KPIs for effective decision making and foundation for ACO leadership• Established IT Governance framework, standards, and bodies for projects involving multiple stakeholder groups for effective decision making with clarity in ownership and project execution • Differentiated organizational HIE strategy as a strategic initiative to establish tighter relationship between affiliated physician group and institution. Provide thought leadership in Private & State HIE to increase value by providing comparative analysis and benchmarking information through analytics • Lead organizational change intervention and management initiatives to understand & identify cultural, system, & people dynamics to motivate change by engaging individuals to meet desired behaviors and intended institutional goals • Implemented 3-5 years strategic planning cycle with budgetary rigor to ensure requirements are prioritized to meet organizational strategic and operational goals

Strategic Manager responsible to lay 3-5 Cisco Technical Services strategic direction for Cisco Services, over 8B revenue. Lead a key initiative to improve organizational efficiency. Major Accomplishments:• Identified incremental and disruptive TS delivery business models to increase customer satisfaction, productivity, and retain high margins. Co-author of Service Delivery 2010 White Paper. • Created cross functional ideas generation process by involving Cisco engineers, industry, and academia to discovernext generation support delivery models. • Developed services sourcing strategy and evaluation criteria of future vendors for Multi-Million dollar engagements. • Implemented yearly strategic planning for technical services delivery organizations in five geographies using SWOT, scenario, and situation analysis methodologies to identify near term initiatives to realize organizational goals.• Developed talent management proposal to improve 2000 individual contributors’ career development opportunities and create annual potential savings of $5 Million. • Led IPCC Rollout involving 200 Technical Assistance Center (TAC) engineers to improve operational efficiency and customer satisfaction of the U.S./CAN Technical Services(TS) theater.• Graduated from the Accelerated CA Leadership (ACE) 15 Program.

Responsible to develop organizational best practices for improved off-shoring practices with an industry and academic perspectives that influenced Cisco's strategic direction. Major Accomplishments:• Championed collaborative approach between organizations to create next generation off-shoring models resulting in cross-organizational off-shoring bid with potential of $1 Million cost savings. • Performed internal and industry strategic analysis using interviews and data analysis to identify best practices for outsourcing engagements. • Achieved process & business improvement strategies recommendations. Published a case study. Findings were presented to senior executives. • Organized the first “Services Best Practices Summit” attended by 75 service leaders from five geographies.

Engineering lead in addressing and resolving complex issues for Fortune 500 customers that involved extensive engagement with Cisco and Customer business and technical leadership teams. Identified product enhancements that increase the supportability and sales of the products. Major Accomplishments:• Promoted to lead engineer for a team of 17 within 2 years. Regularly managed fortune 500 customers’ relationship when product and service supportability reached critical levels. • Led Business Units discussions to identify and execute product improvement and enhancement strategies. Resulted in 30 % service productivity increase by improved products error reporting capabilities. • Managed multicultural and cross-functional teams from 3 geographies to innovate and drive new product support strategies. Resulted in senior management investing in recommended support features. • Awarded “Organization Recognition Awards” for excellence in customer support and leadership in cross-functional initiatives.