I'm pleased to announce that I have become part of Optum Insight as the Director, Enterprise Service Management Business Intelligence.

Developed and led implementation of an ITIL-based Problem Management process, driving a reduction in Major Incidents and accountability for full remediation of root causes and other causal factors.

Lead the CHC enterprise Global Technology Operations Center (GTOC), a 105-member team within the IT Service Management (ITSM) organization comprised of L1 NOC (Monitor/Dispatch), L2 NOC (Monitor/Manage designated platforms), Incident Response and Management, Major Incident Management, and Problem Management focused on improving the performance, stability, and reliability of all customer solutions and tools hosted by CHC. Redefine, rebrand, rebuild and expand GTOC during merger services transition concurrent with a doubling of Incidents and Problems and tripling of monitored assets. Lead conversion to GTOC services for all solutions and businesses added to company portfolio. Primary stakeholder in governance of operations service partners.

Formerly a division of McKesson Technology and now part of Change Healthcare, employing 900 and dedicated to improving clinical communication, accelerating and improving care delivery by connecting patients, providers, pharmacies, health information organizations (HIO) and financial institutions. Transformed the RHI L2 NOC from a 3-person 5x12 network support into a full-service 24/7 NOC operation providing monitoring and management of RHI Platforms in both private and public (Azure, AWS) clouds. Collaborated with Site Reliability Engineering (SRE) team to routinely define, refine and implement meaningful monitoring solutions while continuously driving knowledge transfer from Dev and SRE to NOC, implementing beneficial, knowledge-driven SOP responses and independent triage and response activities. Drove compliance with Incident and Problem Management processes across the organization, led delivery of internal and customer-facing communications related to service disruptions. Member of Change Control Board.Selected Achievements:◼Executed and maintained a 92% reduction in Severity 1 and 2 Incidents in first year; By Year 4, continuous improvement resulted in only one Severity 1 Incident and ~75% of Incidents at a Severity 3 or 4 level◼Improved end-user experience to 99.95% uptime from 98.9% at beginning of Year 1◼Collaborated with SRE to drive automation of Health Checks to reduce run-time from 90 minutes to less than 10◼Led transition of L2 NOC from employed team to Managed Service in 60 days, maintaining performance standards and uptime throughout

Oversaw business process engineering, development of performance metrics and analysis utilizing strategic planning and project management skills. Collaborated with CIOs and customer teams to address concerns with platform stability and reliability. Led development and implementation of a standard Incident Response and Management Process, and Problem Management process adhering to ITIL principles. Communication and process consultant for marketing, product management, services, support, operations metrics, analysis and reporting. Measured results of all production incidents. Led successful customer support remediation efforts to drive customer satisfaction and move customers from ‘at-risk’ to satisfied.Selected Achievements:◼Slashed response time to system issues 80% by developing, implementing and spearheading production incident response program through automated engagement◼Implemented communication protocols for standard, emergency, technical and support communications, via self-service portal, resulting in positive feedback from customers and executives◼Drove call center performance from 27.4% of calls meeting compliance standards to 91% by collaborating successfully with outsourced call center, utilizing metrics, goal-setting and accountability standards.◼Increased Customer Support satisfaction rates from an average score of 3.2 at start of 4-month project, to 7.8 at completion

Managed 50-person client services team including project managers, implementation services, deployment specialists and architects in teams of 6-10 members, dedicated to delivering and implementing solutions and services. Established, expanded and maintained exceptional customer relationships. Set goals and celebrated successes to improve performance. Provided superior program management and executive sponsorship, oversight for multi-hospital organization customers. Reviewed and authorized new customer project charters, request for proposals and new contract cost estimates. Reviewed contracts to ensure correct hours and cost reporting and allocation. Negotiated profitable contracts for services engagements. Selected Achievements:◼Drove annual service revenues from $1M to more than $5M by identifying new opportunities and employing new processes such as moving non-billable hours to correct groups and collaborating with staff to ensure all services were included in contracts◼Boosted number of monthly interfaces delivered from 25 to an average of 600◼Slashed solution delivery time 71%, from 7 weeks to 16 days, by creating and implementing Agile Project Methodology for delivery of services, defining documentation, collaborating with directors and training employees for each process improvement

Managed 22-person team to create and execute new, effective project management procedures as part of business start-up. Led team to successfully deliver estimates established in processes. Connected with C-level customers (CIS, CMIO) and with research teams to discern their product and service delivery requirements. Spearheaded large customer engagements including UCSF, Sutter, UC-Davis and National Marrow Donor Program. Outsourced 90% of support work after upgrading skills of remaining team members and movingl to tiered support model. Established prices for all professional services. Collaborated with sales and marketing teams to provide estimates and costs in response to RFPs ranging up to $5M ACV. Managed IT team overseeing data center. Engaged with customers to ensure HIPAA compliance. Selected Achievements:◼Cut information technology expenses 30% by orchestrating transition from self-hosted SaaS data center system to cloud model◼Developed self-sustaining services system by establishing and implementing replicable professional services organization, structure, processes and pricing◼Established quality standards and metrics for revenue building, professional services and support by employing product and customer knowledge and process improvement skills cutting delivery times by 25%◼Slashed average number of outstanding support cases from 212 to 10 and resolution times from 21 days to 1 by defining standard workflows, transparency, metrics, and accountability and responsibility of solution owners

Logistics management start-up employing about 30. Utilizes SaaS model to provide visibility to companies’ logistics planning and execution as well as financial insights and provides transportation services as broker and consolidator.Selected Achievements:◼Developed and implemented outsourced logistics managed services product utilizing strong knowledge management skills◼Generated profit after 5 months of operation by defining target marketing, obtaining commitments from potential customers, defining business partnerships with carriers and negotiating favorable rates