Healthcare, Higher Education and Research Enterprise

SCOPE: Enterprise Technology & Laboratory Services | EHRDeployment| Telehealth | Scalable Computing (SaaS, Data Center) | Report to CEOProvide vision and direction to support organizational growth and transformation. Lead technology improvements in collaboration with medical and administrative executives, clinical/nursing professionals, ambulatory primary and specialty care, surgical services, quality/safety, and labs. Foster empowering working environment with 100% staff retention. Led IT team to modernize hospital EMR and integrate systems and processes into single,safe, and transparent care record (Meditech). Enabled providers across care spectrum to see peer documentation within unified repository of patient history, eliminating time-consuming process offinding/reconciling information.Orchestrated 50 simultaneous sub-projects to meet growing organizational needs.Support intensive care, cardiology, pediatrics, oncology, and referrals with emerging technologies.Deployed $1M data center upgrade and SaaS solutions to increase scalability for future growth, physical space, and compute power.Completed multi-year conversions for 1,000+ users within go-live dates and budgets.Introduced reporting, dashboard, and SmartSheet solution that allowed real-time collaboration across management teams and synchronous execution of impactful $2M project.Established Clinical Informatic work plans, including training for all departments.Strengthened telecommunication capabilities for continuity of patient care delivery during pandemic.Enabled telemedicine services for primary and specialty care visits, and deployed video platforms for board/management meetings and corporate events.Deployed remote collaboration tools for 1000+ users.Instituted in-house testing capabilities, training, processes, and use of PPE, enabling testing and delivery of state-mandated test results within hours rather than days/weeks.

SCOPE: Technology (Hospital & Private Clinics) | Business Transformation | Grant Management | Regulatory Compliance: OSHA, HIPAA, CLIA | Reported to CFOOversaw strategy for technology/service quality. Established goals and procedures, and ensured operations adhered to laws and regulations. Improved IT readiness for organization’s acquisition.Led integration of Yale New Haven Health (YNNH)’s Epic EMR with Milford Hospital’s Meditech EHR for new inpatient rehabilitation unit. Recognized by Senior VP of YNHH for exemplary performance in overall integration.Enabled systems to perform seamlessly for diagnostics results exchange, master patient index, and several clinical and billing exchanges.Directed IT teams in several regulation-based projects including drug waste, tele-radiology, JCAHO radiation dose reporting, anesthesia CPOE, e-prescribing, Acceptable Use, and MACRA / MIPS.Led inpatient Computerized Physician Order Entry (CPOE) implementation, interfacing results to 20 clinics. Adoption of electronic orders improved health management processes, considered a major advancement by VP of Medical Affairs and COO.Mitigated operational risk by leading planning and execution of 3-hour failover of Meditech EHR to secondary data center which Meditech hailed as a national leader.Slashed annual operating expenses by $500K through resource planning and elimination of obsolete hardware after transitioning solutions from physical to virtual environment. Managed transition of Dragon dictation application to cloud-based platform that reduced costs by 30%.Facilitated negotiations of diagnostic imaging (Picture Archiving and Communications system) that enabled new radiology platform to go live on-time with zero impact on hospital services or patients. Expanded telehealth services including HealthTouch dietary system to integrate food services with Epic system. Also implemented tele-stroke system with regional center.

SCOPE: $MM Budget | IT Strategy | Architecture | Hardware/Software Integration | Vendor Management | Security Controls | Reported to CEOStrategic and operational leadership of IT to upgrade hospital products to commercial technology, transition hospital to virtual environment, and modernize manual processes, while minimizing safety risks and compliance issues. Led implementation of clinic EMR(NextGen) and Hospital EMR (Meditech) in quick sequence. Served as member of SeniorManagement Team, member of the Revenue Cycle Committee, Chair of Security Committee, and Chair of Physician Governance Council. Led implementation of NextGen EHR for Family Medicine Clinic to include automated charge capture, risk and safety tracking, Meaningful Use assurance, andcomputerized provider order entry (CPOE). Expanded IT team with RN/LPN informatics staff to manage and communicate data/information to nurses, patients, healthcare providers and patients. Worked withHR to resolve existing personnel issues and implement best practices. Oversaw “Meaningful Use Committee” from 2011 till 2013 to ensure compliance of hospital and clinic EMRs with requirements of Centers for Medicare & Medicaid Services EHR Incentive Programs, which provided ~$2M to offset costs of data center expansion, end-user hardware, software, and implemention. Designed and directed data center expansion that doubled footprint. Selected new telecommunications system and led hospital-wide implementation. Drove implementation of Meditech 6.0, including governance structure, IT super users, and physician training champions. Led evaluation of Cerner inpatient and ambulatory solutions and negotiated final contract. Transitioned hospital from physical to virtual environment with interfaces for syndromicsurveillance, immunizations, Surescripts, Pyxis, and clearinghouse. Provided oversight for HVAC controls’ reprogramming for new facility that generated $100K in energy savings.

SCOPE: Application Development | Design & Modification of Rev Cycle Application SystemsRecruited from college and promoted within months to integral member of application development team to design and modify complex clinical application systems for a leading provider of healthcare services with 171 hospitals and 118 freestanding surgical centers in the US and UK. Engaged in workflow analysis, optimization, application build, testing and implementation. Integrated Meditech with legacy patient accounting system, which reduced 400+ person-hours. Led backend revenue accounting system implementations and integrations to support 17-hospital service center.