Currently responsible for multiple teams within the Clinical IS department. These teams support the statewide health system including 17 hospitals and 300+ primary care and specialty offices. Responsibilities include:• Cerner Physician Optimization and Clinical Foundation analyst teams – analyst teams that own physician workflows, documentation, and navigation tools used by IUH within Cerner.• Clinical Implementation team – team of clinical informaticists responsible for workflow design, analysis, and support across a variety of inpatient projects and initiatives• Clinical Education team – team responsible for communicating and educating all Clinical IS-supported initiatives, application functionality, and new projects.Also responsible for large-scale multi-year optimization project (Uplift) designed to modernize IUH’s Cerner tools and help reduce physician dissatisfaction and burnout. Includes planning, budget, staffing, and project execution.

Responsible for team of 100+ application analysts, trainers, and support team members that were responsible for maintaining hospital-based systems and applications.Key Projects and Initiatives at EEH:- Led a team of 70+ analysts, trainers, and project managers through an Epic enterprise rollout toEdward and Linden Oaks Hospitals in 2012-2013. Rollout resulted in an on-time and on-budgetgo-live for 3000+ users in April 2013.- After hospital rollout, managed team of analysts during ongoing production support activities.Included support of all Epic hospital clinical and revenue cycle applications as well as the relatedtraining and support teams. Effort resulted in a sustainable support structure that also providedteam framework for future implementations.- Responsible for the implementation of Epic at Elmhurst Hospital in 2015-2016. Teams wereresponsible for the new project as well as maintaining production support standards at the othertwo hospitals. Rollout again resulted in an on-time and on-budget go-live in October 2016.- Led the transition of the hospital clinical engineering (i.e. biomed) department to an outsourcedorganization which reduced system costs and improved the reliability and transparency of theoverall program. Contribution included contracting, planning and executing the transition, andmaintaining the relationship on an ongoing basis.

Systems Director - Managed team of 12 analysts responsible for new enterprise system developmentprojects and day-to-day support. Coordinated regular support of Epic clinical and revenue cycleapplications. Responsible for communicating project status to senior management. Facilitated monthlystatus meetings with clinical managers, COO, and physician advisory committee.Implementation Manager - Planned rollout of electronic medical records (EpicCare Ambulatory)system to 40+ locations and 300+ physicians. Participated in design, build, and implementation ofnew system. Organized onsite support as well as long-term software support structure.

Manager, Financial Services Industry - Worked with a large insurance carrier on the developmentand phased rollout of an enterprise-wide claims processing system. Led performance testing teamand acted as lead resource on the environment team. Communicated issues to client teams andregularly reported status to senior Accenture project personnel.Consultant, Financial Services Industry – Performed analyst and lead roles for multiple insurancecarriers. Coordinated the build and testing of claims processing and underwriting applications