• Orchestrates resources across a Strategic account through program management, support contract obligations, and drives customer value realization• Partners with customer and account team defining outcomes to improve health, performance, and the overall experience with Microsoft solutions• As team Delivery Lead, guided team to improve contract consumption burn rate from 76% to 83% providing value to the customers through business project outcomes• As consumption lead, provided team with weekly details for Azure, Modern Work and Business Apps to keep momentum on customer priorities• Grew ACR 1438% from FY22 to FY24• Drove cloud adoption from pilot/MVP (minimal viable product) to production with resource oversight and orchestration with blocker escalation with key account team unit members and business partners, implementing workloads in Modern Work so customers get value from investment in licensing for email, OneDrive, SharePoint, Teams, Defender stack and many other product features• Working with customers on strategic initiatives, implemented D365 and Power Platform to increase consumption for BACV from $0 in FY22 to $630K in FY23• Negotiate support contract along with account team and customer to ensure identified projects have the correct support resources to ensure successful implementation and operational excellence• Mentors’ others through honest feedback, guidance and sharing experiences that foster mentee development

Leads team of 16 associates in the development and implementation of IT strategies by leveraging enhancements in Unified Communications, mobility, and productivity applications. Drives revenue growth, cost-savings, and business efficiency while increasing customer satisfaction from 75% to 99% while advising leadership of new and upcoming technology for better investment and strategic workflow planning.Spearheads tactical plans, project management, disaster planning, and product security with a yearly budget of $6.4M including product and services procurement through vendor relations and negotiations to ensure optimal support and competitive pricing. Negotiates contracts and implement services including reducing escalating telecom costs by $272K and decreasing the cost per user, per year of $20 for a 3-year multi-million-dollar contract. Increased information technology systems uptimes and availability to 99.989% following a zero-outage mindset.

Managed $7M budget of the regional information technologies and a team of 21 people focused on telephony, application development, and technical support for hospitals, business units, and clinical offices. Streamlined and reduced variation in the staff workflow by dividing the workforce into maintenance and project teams resulting in a decrease of queued maintenance tickets by 50% and projects in pipeline by 30%.Saved $108K per year by eliminating external vendor support for telecom and reduced yearly expenses by $72K through the introduction of Microsoft Lync for over 1,000 customers. Increased revenue by more than $1M by maximizing revenue streams and converting nine office-based infusion and cardiology testing facilities from ambulatory to hospital billing.

St. Louis Physician Organization & STL Ambulatory 12/2009 – 5/2012St. Louis Physician Organization & SSM Rehab 6/2008 – 12/2009St. Louis Physician Organization & STL Network 6/2006 – 6/2008Corporate Office 8/2005 – 6/2006Managed business and clinical information technologies including the team responsible for infrastructure, applications, and telephony for numerous areas within the St. Louis Network. Implemented Epic EHR at a 23% reduced negotiated implementation cost, comprising 330 providers and 160 departments across several medical specialties, resulting in improved workflow and driving the organization into the top 10% of EHR system quality in the U.S.Championed a project pipeline process that allowed stakeholders to prioritize projects, improving turnaround and satisfaction, enhancing quality outcomes, and reducing the pipeline by 25% in a 6-month timeframe. Directed a team that maintained a service response level based on ITIL standards and SLAs above 99% from 2009 to 2012 while responding to over 12,000 service requests per year. Led a team in Continuous Quality Improvement to reduce technical team travel, resulting in a 71% reduction in mileage and lost time using Lean and Six Sigma tools, improved physician productivity by 5%, and satisfaction by 11% through Lean EHR optimization.

Missouri Air National Guard