Jennifer Agee Email & Phone Number

Portland, Oregon Metropolitan Area

Deliver project management services to Providence, a 119,000-employee, 51 hospital national, not-for-profit Catholic health system serving communities across seven states. Utilize established PMP guidelines and best practices in program management delivery to develop, plan, and manage a program of high priority work initiatives within Revenue Cycle including strategic projects that are enterprise wide.- Build coalition with business owners and cross functional leaders; acknowledged as an accomplished program manager and consistently requested by project sponsors.- Direct enterprise-wide SaaS implementation for 63 hospitals and provider groups with two vendors and five solutions delivering within project parameters.- Effect alignment of business areas’ resources (people) with its strategic objectives and budgetary goals by engaging Six Sigma tools including business process management deep dive methodology to current state job functions.- Create and document workflows for business processes employing process maps (PMAP) and visual and table suppliers, inputs, processes, outputs, and customers (SIPOC) tools.- Manage a multi-year project to establish a center of excellence for end-to-end business correspondence processes within revenue cycle by comprehensively codifying documents and introducing integrated technology to automate and standardize correspondence workflows.- Mentor colleagues and nurture professional development by offering expertise and guidance on project strategy, scope, and deliverables; recognized as deep dive subject matter expert.- Early adopter of Microsoft Project Online.

Portland, Oregon Area

Provided consulting and project management services to healthcare systems headquartered in the Pacific Northwest.

Directed the vision and strategic goals and initiatives of Supply Chain for a 14,000-employee, eight-hospital, non-profit health system. Executed Supply Chain’s operations and business strategy concentrating on people, partners, processes, and performance.- Led a department of three managers and thirty-three staff members in all aspects of supply chain contracting, sourcing, procurement, analytics, systems, and program and project management functions.- Assessed talent and bench strength, directed recruitment of candidates, developed people by assigning accountability and acknowledging wins, and promoted staff mentoring, retention, and succession planning.- Cultivated an ideology of respect and responsibility that inspired performance improvement and developed department capability by building trust, setting expectations and goals, providing transparency, and aligning teams and jobs to support career pathways and professional growth.- Leading by example, transformed department’s culture to be inclusive resulting in increased engagement and morale among staff as corroborated by department employee engagement scores which exceeded the organization’s engagement scores on the 2019 survey.- Delivered expense reduction through tactical engagement with internal and external stakeholders attaining annual savings target and reducing supply expense per net patient revenue.- Initiated concentrated vendor management oversight to foster communication, engagement, issue resolution, and performance; focus resulted in positive operational and financial outcomes including negotiation of a $4.5 million expense reduction on a four-and-one-half-year contract with an initial $21 million spend.- Drove standardization and optimization of processes and systems to facilitate the management of the organization’s 1,735 active contracts with an annual total cost of supplies and purchased services of $485 million.

Accountable for all aspects of the pharmaceutical supply chain information and technology systems. Established and led the Pharmacy Systems department, a centralized multidisciplinary team recognized in the industry as best practice for its unique structure and efficacy.- Directed team that executed pharmacy-based clinical build in the electronic health record (i.e., drug item master), medication charging and inventory management, department predictive budget modeling for over $35 million in pharmaceutical expense, and data extraction and reporting.- Interfaced with key stakeholders and vendors to generate alignment and commitment.- Successfully operationalized electronic health record (EHR) implementations and upgrades for medication modules; guided pharmacy-related design, planning, and build strategies.- Facilitated multidisciplinary approach and led cross functional teams to assess, develop, and document EHR workflow, charging strategies, controls, metrics and reporting criteria, and problem resolution processes related to medication end-to-end life cycle.- Employed technology and quantitative and qualitative analysis and financial models to derive information that informed short and long term department and organization business decisions and activities (e.g., pharmaceutical purchasing trends); participated on business intelligence (BI) committee.- Provided program and project management; created and maintained project plans to support business objectives including systems and technology implementations.- As 340B Program Oversight Committee chair, led administration of a Federal 340B Drug Pricing Program (Program) that, since inception in 2007, reduced pharmaceutical expense in excess of $20 million.- Directed four Program Health Resources and Services Administration (HRSA) audits to successful outcomes.- Acknowledged as Program subject matter expert by peers and industry professionals and presented on various Program topics at national conferences.

Performed internal audits designed to identify and assess key business risks.- Served as catalyst for enhancing the quality of financial, administrative, and clinical operations controls and decision-making.- Conducted Sarbanes-Oxley (SOX) compliance testing and implemented control self-assessment processes.

Portland, Oregon

Provided financial management, strategic planning and organizational leadership to the six west coast offices of this sixty-seven shareholder law firm. Responsible for providing direction to a financial services department of twenty-four and improving departmental and firm operations.- Guided the firm to a position of fiscal strength and improved profitability by enhancing the cash flow cycle through the implementation of timekeeping procedures, streamlining the internal billing processes and substantially reducing the investment in work-in-process and accounts receivable as well as via the introduction of on-line banking software.- Enhanced standard costing system, strategies, analysis, and reporting to accurately track client, matter or timekeeper costs, profitability, and variances.- Improved communication and morale and developed a cohesive, effective team by empowering individuals and decentralizing the financial services department.

Portland, Oregon

Accountable for the financial management of this thirty-five partner law firm. Responsible for financial planning, analysis and reporting, and clear communication to partners and key business stakeholders.- Capably served as acting Chief Operating Officer during an eleven-month management restructure. Based upon performance during this challenging period was promoted to the firm’s first Director of Finance.- Instrumental in the successful and timely conversion of a complex accounting and client management information system.- Played key management decision-making role involving re-engineering of administrative and other ancillary departments to dramatically reduce expenses and downsize staff.- Developed cohesive, high functioning teams during periods of extraordinary workload and organizational tension.- Revamped the list of preferred providers/external consultants with an emphasis on cost containment, quality of service, and compatibility with the business practices and philosophy of the firm.