Growing team implementing the Kalderos suite of 340B products.

• Practice portfolio exceeding $30M per annum.• Responsible for leading consulting practice of remote Healthcare-focused ERP Project Managers, Supply Chain and Finance consultants on new ERP implementations and transformational change to existing healthcare ERP practices.• Built and managed newly created ERP Project Management Office (PMO) of remote Project Managers and Trainers supporting the ERP Consulting Practice.• Established transformational Change Management processes leading to improved outcomes.• Drove methodology process improvements reducing implementation cycle times by 30%.• Tripled professional services revenue for the practice during first year in role.• Grew team by 50% while maintaining 100% retention.• Built strong relationships with internal and external executives supporting customers.• Increased customer satisfaction and new sales references.

Orlando Health (contract) -Leading strategic Digital Transformation with Mergers and Acquisitions (M&A) for Epic installations with acquired large to mid-sized provider practices.Leading PMO programs of 30+ work streams and 10+ Project Managers with budgets of $1M+Leading System Decommissioning Program of 180+ legacy applications replaced by Epic implementations at Orlando Health facilities across Central Florida.

• Led the technology platforms, solutions, and execution strategy for customers’ entire end-to-end revenue cycle management operations while accountable for a $4M annual capital and expense budget.• Reduced operational costs by 20%+ leading large coordinated multi-team effort to assign and re-assign 3,000+ operational end users to appropriate job roles for flagship customer.• Grew the operational end user community by 133% from 3,000 to over 7,000 with execution of technology solutions onboarding new customers and adding total long-term contract value exceeding $100M.• Ensured customer system availability of 99%+ by proactively engaging horizontally across over 30 internal teams and with customers’ business and IT departments to align multiple competing priorities, projects, and roadmaps.• Balanced long and short term goals keeping own team’s work aligned with overall goals while creating and adjusting strategic goals, contributing to a significant increase in customer satisfaction and improving Net Promoter Score (NPS) results.• Set up offshore Call Center operations that doubled size of customer’s original contract through proven results.

Clinical IS Manager (Interim) for Cerner/Siemens Team- Managed staff of 12 Cerner and Soarian analysts and consultants supporting Cerner and McKesson applications and a Soarian Clinicals implementation for a new hospital.- Directed teams located in multiple locations, one existing Soarian and one Cerner/McKesson at a newly acquired hospital. - United two under performing teams into a well-functioning unit with a singular focus on performing well for the enterprise.- Established new project guidelines and enforced them. - Worked daily with executives in Clinical Informatics to define scope/specifications/end user requirements.- Recommended hiring experienced Soarian Consultants in order to improve a lagging project. Conducted interviews and made hiring recommendations. - Managed resources against a backdrop of competing projects required by the organization such as Meaningful Use Stage 2 preparation for attestation. Director of Financial & Management Systems (Interim)/Soarian Advisory Consultant- Led staff of 35 supporting over 80 financial, clinical, and management applications including INVISION, Signature, Scheduling, Lawson, KRONOS, and Teletracking.- Worked closely with Patient Financials departments and the Central Billing Office on support of and planning for revenue cycle applications upgrades.- Tracked over 60 enterprise-wide financial and clinical projects with a focus on delivering quality and increasing revenue for the organization.- Collaborated with multiple departments and the Project Management Office to plan for and move projects forward.- Participated in leadership steering meetings including budgeting, strategic planning, process improvement, and Health Information Exchange (HIE).- Advised executives and project teams on a $7 million implementation of Soarian Scheduling and Soarian Financials.- Provided direction to senior project team for the implementation of Soarian Financials across the enterprise.

Managed multi-million dollar Soarian Financials and Clinical projects for several large healthcare organizations with combined annual revenues of over $2 billion. Developed complex project design strategies, led project management activities, reviewed technical elements of system design and documentation, managed project plans in Primavera software, and created continuous improvement standards.Called upon by Siemens leadership multiple times to turn around struggling projects and restore relationships with customers. One implementation project for a hospital in Boston was turned around so successfully that a stalled new deal for a $2 million PACS system was signed sighting the improved project as the determining factor.

Saved client $500,000 per year in licensing fees after guiding the creation of a custom in-house multi-platform Customer Relationship Management (CRM) system that successfully replaced and outperformed third party products.