Oversight of Enterprise Data, Client Technology and System archive towers within Information Technology. Reports to Chief Technology Officer at Froedtert Health and the Medical College of Wisconsin. • Provides strategic direction and leadership to the Management Information System planning and department, fostering a culture of innovation, collaboration, and excellence.• Collaborates with business and clinical leaders in strategic planning efforts to understand organizational goals, industry trends and objectives, identifying and aligning strategies with business goals and supporting long-term growth and sustainability. • Serves as a trusted advisor to senior technology leadership Key Achievements• Spearheaded new manageable archival solution, bringing in content from Cerner, Meditech, McKesson, GE and many other systems to in house and commercial archive solutions.• Re-aligned MS access and Business Object reporting into scalable solutions.• Drove the completion of project backlog by improving project management governance at community health division, enabling focus on strategic priorities.• Increased FLR and service satisfaction, reworking support desk talent and protocols to enable first level staff to resolve customer problems quickly without forwarding to staff.• Improved employee engagement, providing clear guidance and explaining the why in goal setting, reducing ambiguity for team.• Drove the clinical and business systems implementation and integration of Holy Family Memorial to Froedtert Health and the Medical College of Wisconsin with minimal downtime.• Reduced contractual and operational expenses 35%, through collaboratively re-negotiating outsourcing agreements.

Caretech - 2020 - 2021 and Holy Family Medical 2021 - 2022. Same seat kept through 2 M&A.

Hired to transform the IT organization, execute a total rebuild of critical infrastructure, formulate connections to ACO information exchanges and community providers, and instill the processes, practices, and policies to elevate the infrastructure and technology environment for this growing practice of 700. Reported to the CEO who relied on his transformative abilities to drive change, develop, and mature relationships with the goal of becoming a single-vendor environment, and lead sun setting of end-of-life technologies and migration to leading-edge solutions. Managed 8 direct reports including performance management and career development, mentorship – rebuilding the team, culture. Served on the Compliance and Risk Committee, co-led the IT Steering Committee and worked closely w Shareholders. Key Achievements• Reduced support costs, 30%, through infrastructure and resource allocation changes; contracted with a provider offering 3rd-level support and improved service; and delivered 50% reduction in data and voice costs.• Reduced overall expense of hardware and software through reselection and renegotiation with vendors.• Introduced Artificial Intelligence into our radiology area significantly improving lung cancer screening. • Drove integrations (HL7/DICOM) between Allscripts, Epic, McKesson and PowerScribe to collect data into the machine learning repository.• Led IT compliancy, security, and regulatory adherence programs; steered outsourcing of a security operations and disaster recovery center; and implemented safe harbor by providing encryption, logging, and antivirus measures.• Championed strategic system migrations and upgrades including leadership of IT reporting and EMR functions,o Key influencer in design of a clinical informatics programo Spearheaded upgraded environment to align with MU, MIPS, and ACIo Drove transition from GE Centricity to Allscriptso Spearheaded automation of general ledger, procurement, and other systems.

Built the internal IT program from the ground up focusing on operational efficiency – integrating allaspects of practices, radiology, hospital intersection. Transformed the IT function from an outsourced to an insourced model, building the team and the infrastructure to support rapid growth and achieve profitability. Hired, trained, and empowered IT staff, aligning efforts with clinical and administrative functions throughout the ambulatory clinic and parent health system. Reported to COO. Managed 3 direct reports including performance management and career development, mentorship. Key Achievements• Drove to a robust infrastructure and reduced costs 30% while adhering to Meaningful Use standards - by securing significant program incentives through EMR deployment/ developing EMR and Epic superusers and joining national stakeholder groups—Epic Alliance Operations Committee (INOVA) and Security Steering Committee (Children’s National). • Spearheaded change management and security policy development, leveraging NIST and ITIL standards and INOVA change management methodologies to secure acceptance.• Created innovative culture and data driven organization - improving transparency of practice performance metrics, by incorporating analytics, tools to provide managers unprecedented insight. • Evolved information visibility with the Health Information Exchange (HIE), leveraging EMR platforms - greatly reducing errors and improving patient service and outcomes.

Expanded the IT organization from 7 to 60 team members, deploying new technologies, merging healthcare practices, and ensuring compliance with existing and emerging regulatory requirements for this multispecialty ambulatory healthcare company with 400+ providers and 2,200+ employees. Key Achievements• Developed and monitored multimillion-dollar capital, operational, and staffing budgets, building an effective framework to ensure the achievement of mission-critical priorities • Established the infrastructure and accompanying applications and systems to support growth from 180 providers and 30 offices to 400 providers across 85 sites. • Strengthened recruitment pipelines through internships, reducing cost-to-hire and time-to-hire metrics, improving retention and engagement, building partnerships with local education.• Drove continuous performance improvements, reaching operational excellence, passing MU audit, reducing expenses, and providing stakeholders resources vital for sustainability.• Provided project and technical leadership for the development of 2 real estate holding companies and the establishment of the Accountable Care Organization (Chessmso.com)• Reduced film costs by 90% through RIS & PAC implementations, upgrades while expanding