Trained mergers & acquisitions methodologies to diverse business and IT stakeholders, focusing on Due Diligence processes.• Refined IT integration procedures to facilitate mergers and acquisitions.• Partnered with M&A leadership to design and initiate due diligence procedures in targeted organizations.

Offered executive and thought leadership on technology operations to senior leaders as interim CIO of KP Hawaii region. Directed team in adopting management responsibility for three state-owned Maui hospitals.• Led IT team in completing assumption of public hospital management duties on-schedule while continuing to meet daily operational needs.• Minimized staff attrition during this period of intense change.

Orchestrated business operations for Kaiser Permanente (KP)’s largest IT department (RITO), with 1,500 IT staff located in seven regions. Supervised 18 direct reports in the chief of staff office. Devised and executed transformation procedures and workforce development training. Empowered staff. Partnered with a team of analysts to guide compliance and analysis procedures. Provided staff training on facilitating mergers and acquisitions procedures. Acted as IT liaison for national crisis management team created to maintain business and care delivery functions during catastrophic events. • Recruited to serve in the position. • Successfully directed the redefinition of regional IT functions to help achieve the company’s national objectives.• Drove development of seven newly integrated service teams to cut redundancy across regions, encourage collaboration, and boost efficiency throughout the organization. • Introduced strategies and established key performance indicators to improve workforce skills. • Educated and empowered influencers to initiate, guide, and facilitate positive organizational change. • Guided the development of a 350+ page employee handbook, using lessons learned through hands-on experience to define IT team best practices during mergers and acquisitions involving systems integrations, risk management, and value impact assessments.

Appointed as regional CIO in Ohio following divestiture announcement, supporting 83K former KP members during a period of significant transition. Directed the decommissioning of regional IT services and assets while maintaining service for regional customers, fulfilling terms of the divestiture transition services agreement. Achieved elimination or reallocation of regional costs to KP and simultaneously protected the organization’s brand image in the region and nationally. Chaired daily cross-functional problem-solving sessions with senior, C-level members to ensure divestiture activities achieved company objectives.• Completed decommissioning of 650+ IT applications on time and under budget. • Established change management procedures for future KP mergers, acquisitions, and divestitures. • Influenced Ohio-based staff to stick with the company, embrace change, and provide exceptional performance during a 24-month transition period in support of sunsetting regional KP Health Plan operations and handing off clinical care functions to the purchasing organization.

Drove investment project forecasting, planning, governance, implementation, and evaluation for the Southern California region. Supervised a team of up to 105 in serving 4.5M members.• Directed planning and execution of 300 local IT projects annually, a key escalation point for critical project issues. • Established systematic demand management processes. Coordinated regional and national teams to prepare investment budgets and allocations and to identify, track, and help resolve cross-portfolio dependencies and conflicts. • Published consistent and effective reports, portfolio dashboards, and scorecards for executive leaders.• Expanded production capacity without hiring new staff.

Directed operation of laboratory information systems used in 13 medical centers, 200+ clinics, and regional reference lab conducting a combined 48M tests per year. Catalyzed planning and delivery of a $200M General Laboratory System replacement project, successfully positioning it as a regional strategic imperative. Managed type and validation process standardization for clinical lab instruments. Curated vendor relationships for regional lab systems and consultancies, negotiated vendor contracts and monitored vendor performance. • Initiated the legacy general laboratory system migration to Cerner Millennium lab modules in a $200M project.• Led implementation of positive patient ID technology for specimen collection at 13 medical centers. • Built matrixed teams to procure and configure lab instruments.

Directed cross-functional groups to plan and deliver IT projects and business process improvements in Southern California. • Supervised 13 project managers overseeing a program portfolio of 43 projects with a combined value of $22M. • Negotiated project constraints with core stakeholders, engaged in project planning & communicated status to IT, Business, and Vendor executive leadership. Extensive use of Microsoft Visio, PowerPoint, Word, Excel, and MS Project.• Certified as a Level 2 Project Manager by KP Project Management Academy, demonstrating advanced experiential comprehension of the Project Management Book of Knowledge (PMBOK).