Barbara Allen Email & Phone Number

Glendale, Ca, Us

Brought on to run operations, implementation, and customer success for the healthcare software and services company.

Franklin, Tn, Us

As a member of the executive team, I directed a team of over 350 employees and had full P&L responsibility. I routinely reported performance to the Board and private equity partners while navigating the business through the development of a system-wide operational structure. - Facilitated kaizen events to identify critical improvement initiatives- Launched a leadership development program to upskill managers- Deployed productivity metrics and reporting tools- Integrated three organizations into a common operational structure through acquisitions- Secured an offshore partner to establish an international labor force- Increased productivity by 20%- Reduced turnover by 50%

Burlington, Ma, Us

Hired to direct strategic plans for both U.S. and international alliance and channel markets, creating partnerships to penetrate growth channels and drive organic growth with responsibility for $900M in revenue. - Secured competitive advantages for EMR companies to win new business- Grew the largest client relationship by 20% in sales over tenure- Strengthened product education for internal and vendor sales teams- Advised clients through the integration and launch of new EMR features- Consulted with McKinsey and Boston Consulting to lead a strategic reorganization

New York, Ny, Us

Drove scalability for the private equity-owned business by building an operational infrastructure after the merger of four leading healthcare companies. Business grew from $10M in 2012 to $48M in 2017. - Led 5 business units with more than 400 people- Integrated KPIs, including the Net Promoter Score (NPS)- Improved leadership effectiveness- Integrated an automated technology workflow system

Franklin, Tn, Us

Established a formal Account Management program to improve customer satisfaction and retention with leadership oversight of 1,000 U.S. and international employees.- Managed a $150M P&L and $53.24M quota- Designed go-to-market strategies in partnership with sales teams- Presented to C-suite executives and directors of large health systems- Improved customer retention from 85% to 97%- Implemented the Miller Heiman Gold Sheet process

Us

Directed 500+ employees with responsibility for a $32M P&L and operations, training, and account management teams. Provided leadership, management, and vision to ensure proper operational controls, administrative, reporting procedures, and systems were in place to effectively grow the organization and optimize operating efficiency. - Reduced employee turnover from 90% to 35%- Grew core services from $60M to $73M in sales- Recruited and built a management team- Increased employee productivity by 10%-40%- Orchestrated a transition plan through a major competitor acquisition in 2008

Us

Promoted from running the Midwest Region to optimize opportunities resulting from the pending acquisition of Electronic Health Information, Inc. (EHI). Implemented process improvement initiatives and operational systems to ensure consistent service delivery, accelerate profitability and to effectively manage risk.•Selected and trained functional executive leaders including Vice President of Regional Sales, Director of Human Resources, and the top 3 performing Regional Vice Presidents of Operations

Us

Headed the Midwest region; directed operational and financial efforts including budget development and implementation, human resources, sales, customer relations, and retention. Virtually restructured the region within the first year. Supervised 2 district managers, 8 area managers, 5 operation supervisors, and ~ 160 client management associates across 7 states, ensuring revenue targets and growth goals were met. Led national training sessions for new regional and area managers.•Earned performance awards for exceeding budget goals 6 of 6 years 1997 to 2002 •Achieved awards for the largest revenue growth among 10 regions every year from 1997 to 2002 through a combination of new business development, upselling and effective contract negotiations with major clients including Ohio State University and the University of Michigan•Selected by the Association of Health Information Outsourcing Services (AHIOS) to testify in front of an Illinois state senate subcommittee and to otherwise lobby legislatures in IL and MI to overturn or prevent legislation that would have cut rates for the entire Electronics Health Information industry to the point of unprofitability•Renegotiated all Midwest client contracts due to state regulatory changes and maintained 95% client retention during the process

Recruited to manage the Human Resources Department; later promoted to simultaneously oversee project management and accounts receivable.•Developed a plan to increase profits in North America by 20% by streamlining job functions and headcount; combined back office functions and led the move of the North American corporate headquarters after an acquisition