• Oversees the management and development of key client relationships assists with identifying additional business opportunities, contracts, and ensuring client satisfaction.• Works closely with various cross functional departments to align client needs with organizational objectives and strategies. • Manages major accounts and projects for Medical Management Software development organization.• Leads development of operational reports, QBR (Quarterly Business Reviews) Operational SLA reviews, weekly operational reviews and day to day operational duties as needed• Managed key proof of concept projects for the organization, implementation initiatives and technical projects (Disaster Recovery, data migrations, platform releases and upgrades• Brought account from a high-risk status to a on target health by building strong relationships, meeting commitments and offering transparency that had been lacking previously• Responsible for staff management, personnel performance, budget and compensation

Directed execution of the corporate portfolio for the Christiana Healthcare Health System which included management of multiple programs, more than 47 portfolio projects and more than 60 operational projects concurrently. Implemented centralized PMO.• Developed the Project Management methodology to establish best practices in the execution of the projects supporting the organizations strategic vision and annual operating goals; this included implementing phase gates to monitor the quality and execution of the projects• Redesigned the PMO intranet site assuring clear communication of PMO practices and standards• Implemented PMO Governance model to guide PMO development and to assure all new processes were understood and approved prior to formally adopting them organizationally• Developed a new PMO organizational structure while creating a career path and redefining job descriptions including a high level completed market analysis with HR to modernize the organizations ability to attract top talent • Implemented new project reporting, resource management, risk management and PMO Standard Operating Procedure. • Implemented formal training programs for the PMO (Project Management and Soft skills)

Director, Plan Operations (Keystone First, COO)• Effectively managed Medicaid plan operations including coordination with provider network operations, provider network management, compliance and regulatory teams, member engagement, marketing and public affairs departments, Behavioral Health and Pharmacy Benefits Management • Managed all implementation projects and continuous improvement efforts working with AmeriHealth Caritas, PA state Medicaid department and Market President to achieve plan savings meeting annual budget forecast

• Lead complex strategic programs and projects o worked with multiple HIE organizations throughout the country to implement data exchanges focused on ADT and CCDAo Led effort to redevelop web presence for enterprise including revision to provider portalo Reported out on all initiatives meeting with CIO and other C-Level team members weekly

• Development of Medicaid plan strategic vision and support execution of the enterprise strategic goals as required in the annual operating plan.• Lead programs and projects impacting the business units within the region such as encounters, EDI transactions; regulatory requirements; Medicaid contract implementations; and other external facing applications impacting the membership and provider communities.• Led Medicaid contract implementations for Select Health of South Carolina and AmeriHealth Caritas Louisiana (ACLA); both projects were matrix and involved resources from the local plan, corporate IS, legal, compliance procurement and the PMO. Cosponsored the initiatives with the Market President and reported all metrics throughout the organization.• Served as interim Chief Operating Officer (COO) for AmeriHealth Caritas Louisiana (ACLA) in 2015• Additional leadership responsibilities included working with the Regional President and Market Presidents on special projects as needed; regional conferences, SWAT management.• Indirect reports (dotted line) include plan level operations directors to assure consistency in reporting and supporting the plan’s ability to identify risks and issues while providing a channel to resolve or mitigate them directly between the plan and other associated areas of the company

• Supported development of the corporate strategic plan, assured implementation of annual operating goals requiring PMO support and management.• Portfolio administration of 60$ million+ technology portfolio including business case development, prioritization and ongoing financial reviews including establishment of all portfolio processes, more than 100 projects completed annually• Leadership over Project Management team, Demand Management team, Methodologies and Tools team, Financial Analyst team and the business analysis team. Staff with contractors exceeded one hundred personnel.• Development, implementation and monitoring of Program and Project Methodology for enterprise level strategic projects including PPM tools (Innotas) and Business Requirements tool (Blue Print)• Development, implementation and monitoring of Business Analysis toolset, templates and processes including Business Requirements tool (Blue Print)• Led PMO transformation working directly with Vice President to restructure the PMO and IS PMO into a centralized department with implementation of best practices, revised methodologies and financial structure allowing the enterprise to realize significant growth more than doubling in size during my time in this role. • Manage business relationships with global organizations utilizing onshore/offshore models to develop cost efficiencies• Vendor management and contract negotiations, including leading RFP conferences for portfolio level activities utilizing both domestic and offshore vendors• Project and Program responsibilities include executive reporting; mentoring and managing business and IS management teams, coordination of training programs, QA testing, Business Requirements Development and Business Case and ROI development

• Implemented process and procedures for the development of PLD PMO, created Business Systems Analysis and Technical departments• Facilitated/owned the Capital project prioritization process annually, developed portfolio tools illustrating NPV, IRR, Risk and Resource Management concerns and implemented a new project selection process• Established PMO processes, methodology, both at the portfolio and project levels and had oversight over the PMO organizations for AIG Direct; Private Client Group, Agency Auto and AIG Hawaii• Responsibilities included establishment of training programs for Project Managers, Business Analyst and Business Systems Analyst; informal certification in CMMi for AIG Direct; implementation of Mercury ITG for portfolio planning and management and the complete documentation/revisions of the project methodology• Development of job requirements for all PMO staffing, responsible for budget oversight, personnel decisions, executive relationship management and presentations, portfolio analysis, and launching of the “IT Analysis and Documentation” web site• Responsibilities included: Review of all Business Requirements and Functional Specifications; Education, governance and communication of OCIO guidelines supporting CTO and EPO groups both locally and at the corporate levels• Accountable for Sarbanes Oxley Audit and other maturity assessments• Reported directly to the PLD CIO with a dotted line to the Global OCIO and Global EPMO