Christopher Lynn Email & Phone Number

Cleveland, Ohio, Us

• Advise clients on leading practices and technology/industry trends, application/integration architecture, solution design, and implementation leading practices. • Bring the functional/technical experience and knowledge to deliver solutions which allow clients to achieve their business strategy. • Present technical alternatives and supporting recommendations aligned with the client's business and technology requirements. • Developed and implemented CRM strategies including the communication and organization rollout.• Developed patient engagement strategy to close gaps in care. Drove a 5% increase in patient volume within the targeted segment.

Developed multi-year technology strategy to align with and enable the health system strategy of continuing 5-star patient quality, drive person-centered care, engage clinicians, and grow the services and markets in which the health system operates. Improved operational stability by 400% in the first six months. Defined and drove the consumerism strategy to enable digitize channels for patient engagement blending pop health and CRM to close clinical gaps in care. Increased clinical interoperability internally and with external partners (e.g., sharing clinical images between EMRs to drive physician efficiency). Enabled Telehealth for on demand urgent care, on demand behavioral health, and existing provider-patient scheduled appointments. Moved ~250 health employees to work remotely during the pandemic.

Canton, Oh, Us

Private equity backing drove significant growth from ~$325MM in annual revenue in 2015 to $1.1B in 2019. Drove automation to scale the core business operations to support the rapid growth. Reduced RCM cost per chart from ~$11.15 to $7.25 on over 6 mm patient visits per year. Developed daily forecasting reports to project patient volume and clinician hours for the next quarter to allow for scheduling adjustments. Drove clinical, site-level, scheduling improvements to drive +$4MM in labor savings. Increased team NPS from 0 to 29, 39, 51, and finally 62.

Deerfield, Il, Us

Responsible for IT Organization supporting HealthServices - Healthcare Clinics, Adherence, ImmunizationsResponsible for program delivering healthcare capabilities across the Walgreens enterprise. Healthcare Clinics (430+)• Lead team of 100+ team members• Implemented EPIC to replace proprietary EMR• Delivered capabilities (e.g., automated check-in, appointment inventory managed by patient/visit specific information, etc.) to drive patient experience• Streamlined operations and clinical workflow to shorten visit times, improve labor utilization, and improve patient experience• Provided patients expected times to be seen for walk-in and appointment patients, communicated those expectations to the patient thru digital channels and measured the success of the organization at delivering to those expectations• Partnered with the BU leaders to transform operating model by enabling other service delivery channels – Telehealth (pilot) and Health System-led clinics within WalgreensEnterprise Health Services Program• Led team to the delivery of the largest centralized Electronic Medical Record (EMR) system in the US - 8200 locations, 70,000+ providers accessing daily, and 125,000+ encounters / day. • Develop capabilities to deliver clinical data and clinical encounter visit summaries in a standardized, HL7 CCDA format. Leverage industry channels Surescripts CI, NwHIN CONNECT (Healtheway), NwHIN DIRECT (DirectTrust). Over 5MM encounters delivered / year• Integrated Medical Billing and Pharmacy Billing functions• Develop capabilities to Know our Patient at each encounter. Create gaps-in-care for an individual patient (and accept gaps-in-care from external Health Systems). Proactively engage patients thru call center, web, mobile channels. Identify patient at encounter, notify our provider of the clinical opportunity, close the clinical gap and communicate gap closure to external partnersTotal Team Size = ~300Annual Budget = ~$60 - 75MM

Pittsburgh, Pennsylvania, Us

Pittsburgh, Pennsylvania, Us

Support strategic transformation of the business around sales, operations, and technology. Responsible for Mortgage's integration activities and day-to-day operations of IT. Lead the replacement of the Point of Sale (POS) and Loan Origination Systems (LOS) - $35 MM, 11-month initiative. New POS and LOS is IBM's IMPACT system. Achieved goals of reducing cycle time and reducing Operations' Cost-to-Produce by 20%. Manage 168 person organization with an $80MM operational budget.

Pittsburgh, Pennsylvania, Us

CIO for Mortgage. Responsible for support and delivery of IT Services to the Mortgage LOB.Support strategic transformation of the business around sales, operations, and technology. Responsible for Mortgage’s integration activities and day-to-day operations of IT. Lead the replacement of the Point of Sale (POS) and Loan Origination Systems (LOS) - $35 MM, 11-month initiative. New POS and LOS is IBM’s IMPACT system. Achieved goals of reducing cycle time and reducing Operations’ Cost-to-Produce by 20%. Manage 168 person organization with an $80MM operational budget.

Us

Led team that deployed new business capabilities into production for Mortgage, Consumer Lending, Small Business, C&I, and Commercial Leasing lines-of-business. Led team of 110 resources with a $15MM budget. Areas of focus were enabling LOB strategy (e.g., BPO, business process automation, digitization, etc.) and leveraging investments made across the enterprise for the LOBs. Delivered $32 MM of hard benefits to the corporation in FY2008.

Us

National City Bank April 2007 to January 2009Cleveland, OH – System Director for Lending LOBs Led team that deployed new business capabilities into production for Mortgage, Consumer Lending, Small Business, C&I, and Commercial Leasing lines-of-business. Led team of 110 resources with a $15MM budget. Areas of focus were enabling LOB strategy (e.g., BPO, business process automation, digitization, etc.) and leveraging investments made across the enterprise for the LOBs. Delivered $32 MM of hard benefits to the corporation in FY2008. National City Bank March 2006 to March 2007 Cleveland, OH – IT Sourcing StrategyLed sourcing strategy for the IT organization. Objectives were to achieve growth in IT resources by leveraging strategic, international partnerships and establish centers of excellence for specific technical skills. Negotiated contracts with sourcing providers, developed production support and development operating models, developed management guidelines to transition work to partners, established governance process to manage the relationships ongoing, established communication and training program, and deployed metrics to provide insight into operating model efficiency. Increased IT resource capacity by 300+ resources, while maintaining performance of IT services to our clients and delivering $8.0MM in savings in FY2006. National City Bank November 2004 to March 2006 Cleveland, OH – Best in Class Strategic Initiative IT Lead to define Future State Operating Model for Lending Lines of Business. Objective was to reduce loan operations costs while increasing quality and customer experience. Evaluated current operations for all Lending business and defined the Future State Operating Model, business case, and multi-year, implementation plan.

Us

IT Sourcing StrategyLed sourcing strategy for the IT organization. Objectives were to achieve growth in IT resources by leveraging strategic, international partnerships and establish centers of excellence for specific technical skills. Negotiated contracts with sourcing providers, developed production support and development operating models, developed management guidelines to transition work to partners, established governance process to manage the relationships ongoing, established communication and training program, and deployed metrics to provide insight into operating model efficiency. Increased IT resource capacity by 300+ resources, while maintaining performance of IT services to our clients and delivering $8.0MM in savings in FY2006.

Us

Best in Class Strategic Initiative IT Lead to define Future State Operating Model for Lending Lines of Business. Objective was to reduce loan operations costs while increasing quality and customer experience. Evaluated current operations for all Lending business and defined the Future State Operating Model, business case, and multi-year, implementation plan.

Dublin 2, Ie

Led a strategic initiative to develop approach to support business growth into international markets. The 7-person team conducted an impact assessment of the end-to-end business processes and technology systems. The team created an 18-month, US$22 million deployment strategy to deliver capabilities to support card processing in Latin-1 language countries (Western Europe, South America, and Central America). The deployment strategy was created on a value delivery basis to ensure that the program generates positive cash flow within 12 months.

Dublin 2, Ie

Description of relevant client engagements and responsibilities are given below; Canadian Bank with $280B in assetsLed a program to improve Sales and Service Effectiveness and Customer Self-Service within the Card Products Division. The 25-person team created a CRM Blueprint, Roadmap, and a business case, defined the operating environment, identified the organization changes and designed the technology solution. The program will replace the existing platform, provide cross-sell capabilities via the contact center, improve and streamline IVR capabilities and redesign fulfillment processes to drive benefits of C$15MM to C$18MM per annum. The Board of Directors funded the program through the delivery phase based on our recommendation.

Dublin 2, Ie

• Financial Services Industry experience with expertise in Credit/Debit Card Processing, CRM, Finance, Payments, Mortgage Lending, Consumer Retail Banking• Delivery expertise in Technology Implementation, IT Organization Design, Sourcing StrategyCIBC June 2003 to August 2003Toronto, ONLed a program to improve Sales and Service Effectiveness and Customer Self-Service within the Card Products Division. The 25-person team created a CRM Blueprint, Roadmap, and a business case, defined the operating environment, identified the organization changes and designed the technology solution. The program will replace the existing platform, provide cross-sell capabilities via the contact center, improve and streamline IVR capabilities and redesign fulfillment processes to drive benefits of C$15MM to C$18MM per annum. GE Consumer Finance - Card Services February 2001 to November 2002Stamford, CT – Private Label Credit Card Processor with $25B in assetsLed an IT Transformation Program for GE Card Services that reduced annual costs by $18MM per year. Worked with the CIO and his direct reports to bring costs in line with industry standards while maintaining service and quality levels.KeyCorp October 1995 to March 1998Cleveland, OH – 12th largest bank in the U.S. with ~ US$80B in assetsLed an effort to increase KeyCorp’s fee income by defining corporate collection percentage goals for six existing service charges. Engaged with the senior executives and regional representatives of the retail bank to define the corporate policies for the collection of service charges, determine the appropriate corporate targets for each service charge, and define the approach to report and manage performance against the targets. The project team trained approximately 10,000 employees across KeyCorp’s 1,300 branches. The project was able to increase KeyCorp’s fee income by US$76MM over three years with an ongoing annual benefit of US$27MM.

Private Label Credit Card Processor with $25B in assetsLed an IT Transformation Program for GE Card Services that reduced annual costs by $18MM per year. Worked with the CIO and his direct reports to bring costs in line with industry standards while maintaining service and quality levels. Business development responsibilities directly contributed $6MM sales and indirectly contributed $65MM through outsourcing the Data Management responsibilities for the client.

Private Label Credit Card Processor with $25B in assetsLed a program to revamp GE Card Services (GECS) business model by outsourcing the core processing for their private label cards. The program focused on implementing a technical environment that allowed GECS to maximize client value while minimizing investment and ongoing operational cost. The major initiatives included the conversion of 100MM accounts and $12B in assets to the card processor's platform, the rearchitecture of the card processor's platform to meet GECS' functional and technical requirements, the definition of organization and process changes required to support the new operating model, and the management of the $250MM business case. The program consisted of six projects and peaked at ~100 resources (70 onshore and 30 offshore).

Cleveland, Ohio, Us

12th largest bank in the U.S. with ~ US$80B in assetsLed an effort to increase KeyCorp's fee income by defining corporate collection percentage goals for six existing service charges. Engaged with the senior executives and regional representatives of the retail bank to define the corporate policies for the collection of service charges, determine the appropriate corporate targets for each service charge, and define the approach to report and manage performance against the targets. The project team trained approximately 10,000 employees across KeyCorp's 1,300 branches. The training focused on the new corporate policies and goals, negotiation techniques to use with customers, and the impact of the technology changes to track and report performance. The project was able to increase KeyCorp's fee income by US$76MM over three years with an ongoing annual benefit of US$27MM. The project exceeded the business case by 10%.

New York, Ny, Us

Led the integration testing effort for the program. Managed onshore team (7) that developed test cases and offshore team (20) that executed and verified the test cases. Team successfully verified the testing results with the client on schedule.

London, Gb

Led development teams that designed, built, and installed a Credit Card Processing System at

Us

Bs, Computer Science Hardware And Software Engineering

Bs, Cis Engineering

Bachelor Of Science - Bs, Computer Science