Career Note: In 2019 I took several months time off to attend to family health matters.As an innovative management consultant and program leader, experienced in creating strategic solutions, business recovery and delivering disruptive change. My teams have created collaboration where none existed before and attained ambitious delivery targets. Leading several large enterprise outsourcing projects has honed my skills with resource forecasting, client management, enterprise transformation, data center migrations, and operational acceptance. I have been very successful with Mergers and Acquisitions, disaster recovery planning, and data center migrations. Disaster Recovery Program Developer, contract: Built a Disaster Recovery program for a large Texas hospital. Enterprise resiliency, data reliability, and network connectivity were improved. Recovery planning was expanded to cover clinical, revenue, and decision applications. Disaster responses were aligned with the Hospital Incident Command System. (21,833 employees) • Delivered data governance processes and responsibilities for operations • Established business-based recovery priorities and rationalization for Epic EHR business and clinical applications • Introduced solutions for the removal of redundant applications, and archiving data historySmall Business Development, consultant:Guided the development of a Medical supply broker supporting COVID-19 Frontline. Revised the business plan and leveraged Agile management to build internal business processes. Helped to pivot marketing strategy and business development. Researched companies for B2B contracts. Identified state certifications and application requirements to market services to state departments

Delivery Director leading the strategic transformation of healthcare clients. Provided life cycle development guidance for solution definition, pricing, deliverables, and defining program metrics. Mobilized delivery teams, established program governance and oversaw project managers.Impact: ✤ Leader driving matrixed tech teams and client/ vendor/ NTT business delivered projects on time ✤ Coached/ mentored delivery teams. Guided creation of best practice workflow documents ✤ Improved team business acumen using market trends analysis and design thinking ideation

A leader in the development of Business Process as a Service (BPaaS) services. In collaboration with infrastructure, BPO, operations, executive leadership and legal created, service line offerings for claims management; care management/ population health. Accomplishments: Mapped health plan services into 52 capabilities which could be outsourced and supported by NTT solutionsStandardized pursuit cycles, deal qualifiers, market assessments, approvers and risk estimatesImproved client buy-in by building SLAs, KPIs, service standards, and financial metrics System/ vendor quantitative assessment and selection for BPaaS claims management, care management; and population health; vendor management pricing and contract negotiations. Developed training and skills requirements for the delivery teamImpact: Consumption priced, packaged service offerings for claims management, care management, and population health were added to product offerings.

Example Responsibilities: ✤Directed data center migration assessment, discovery, and migration for a company with 7000 server images, two data centers, and time-critical financial systems. ✤ Guided architecture development for a collocation data center. Created migration schedule, budget and service handoff. Critical to the migration was the legacy data center lease renewal in six months; mainframe to cloud transformation; data dependency mapping; and support services talent transition to Dell. Impact: ✷ Reduced business impact by staggering server transitions based on departments and redundancies ✷ Optimized costs and functionality achieved through open communications and technical collaboration ✤ Merger and Acquisition business impact assessment for a hospital purchase.Impact: Executive summary outlined strengths, weaknesses, opportunities, clinical overlaps and proposed schedule✤ Conducted due diligence for 5-year BPO solution. Impact: Identified and resolved the Project Management Office and KPI expectation differences. Drove improved delivery targets✤ Management Consulting lead supporting solution designs and proposals for client pursuitsImpact: Assisted the sales team with client presentations, costs, and workshops

Led Program/ Project Management delivering a core application upgrade and ensuring health plan readiness for ICD10 federally mandated changes. The previous three attempts at upgrading to an ICD10 compatible version had failed. Accomplishments: Identified the lack of cross consulting agency cooperation, spearheaded change; Drove mapping of data hierarchies and dependencies, visually displaying inner workings and dependencies of the core application. Improved Software Development Life Cycle workflow and go/no go gates. Implemented hardware changes improving database speeds. Impact:✤ Initiated consulting changes resulted in client spending less time directing each consulting team ✤ Achieved a 25% reduction of the go-live schedule, changing from the planned 96-hour data conversion and go live to a 72-hour conversion and go live.✤ Structured Software development life cycle (SDLC) testing and acceptance processes ✤ Discovered/ fixed incomplete disaster recovery processes which were in place more than 4 years✤ The contract was extended for additional optimization

Example Responsibilities ✤ Program Manager for Epic software implementations at two hospitals and clinics. Led technical and process changes. Lead client through the selection of third-party operational tools, data integration, legacy data archiving and IT support operational changes. Accomplishments: On time implementations. Impact: Zero program incidents during warranty. Collaboration between client, consultants and all vendors. Optimized operational support costs. ✤ Application Program Manager for a data center migration and IT outsourcing. Transitioned six contracting agencies and 200 applications to Perot Systems operational support. Accomplishments: Improved data integration; improved IT help desk resolution capabilities; moved medical records, clinical systems, imaging, ER, laboratory, pharmacy, hospital administration, and IT operations applications. Created ‘look back’ portal for archived data; Reduced infrastructure costs; improved service level agreements; standardized monitoring and user support services. Created application latency testing over the WAN. Impact: Improved data integration. Reduced operational costs with additional savings over seven years. Additional projects were assigned.

A variety of Healthcare and Finance software development and implementation projects

Armor officer who served in Ft Knox, Korea, Ft Hood, Ft Riley, Germany, and Desert Storm. Held positions of increasing responsibility from company executive officer, division staff officer, deputy finance officer, company commander, battalion S3. Secondary skill, Signal Corp digital operations.