John Dwight Email & Phone Number

Seattle, Washington, United States

Consulting practice focused on process improvement surrounding clinical information systems. Specific areas include executive advisor, implementation oversight, governance, IT planning, vendor management and management consulting including interim leadership and program oversight.As a healthcare consultant, John applies critical thinking to existing approaches and processes, seeking greater gains and better outcomes. Engagements have involved Executive Management consulting as interim vice-president of a large IDN’s clinical systems group including direct oversight for implementation and concurrent go-live of clinical system at five hospitals followed by monthly big bang go-lives of CPOE; Management consulting for community hospital’s complete Ambulatory EMR across specialty, primary and urgent care; CPOE planning and implementation; project management; Vendor software selection assessment and budget preparation; and Business Development assisting start-up firm with market penetration.

Kirkland, Wa

Mount Vernon, Wa

Responsible for strategic and tactical oversight of Information Technology and contributing to overall operations of the organization. A significant focus revolves around the selection and implementation of Epic's Electronic Health Record integrating primary, specialty and acute care across two campuses including 18 clinics. Applying technology to improved processes will have key benefits in areas of patient safety, provider and employee engagement and patient satisfaction.

Mount Verson, Wa

Develop the new CIO role working directly with Sr Executive Leadership to elevate IS and Clinical Informatics services and assess EHR strategies in support of operational excellence and strategic growth.

Palo Alto, Ca

Objective of this position was to grow the provider network of care across the Bay Area through acquisition and recruitment. On boarded practices through implementation of standard applications (e.g. Epic) and Infrastructure (e.g. network connectivity, office automation); Required ability to work with all levels of leadership and as liaison between provider entity and the umbrella healthcare organization.•Drove improvement process related to onboarding processes and tools•Liaison for provider practices, working with Stanford Leadership and IT organization; Included active participation in Epic implementation workgroups and provider meetings•Member of executive team contributing to all aspects of operations

Kirkland, Wa

Provided project oversight for Ambulatory EMR across primary and specialty care clinics aimed at improving clinical practices including charge capture through provider order entry. Worked with provider leadership to finalize decisions, implement standard workflows and integrate processes and policy across clinical venues. Coordinated go-live strategy including training, conversion, at-the-elbow support, and turnover to operations.

Kirkland, Wa

Responsible for overseeing planning and implementation of Computerized Provider Order Entry across Inpatient and Emergency Department venues, including development of Order Sets. Shifted organization from nursing and paper order entry to providers while developing tools to aid in improving standards. Worked closely with Executive Leadership, CMIO and Informatics to transition providers and diagnostic & therapeutic departments to electronic ordering through a cultural shift involving organizational will, training and at-the-elbow support.

Phoenix, Sacramento, San Francisco

Responsible for strategic planning, operations and large scale clinical systems implementations including concurrent go-live of five hospitals with 7500 end users followed by consecutive big bang go-lives of computerized provider order entry. Developed strong working relationships with corporate, healthcare entities and provider leadership to assure successful transition to the new EMR while concurrently supporting insourcing within IT organization.

Seattle, Wa

Charged with developing and executing a strategy to improve patient and clinician experience, improve patient safety, increase efficiency, and eliminate unnecessary expense through the application of technology. • Executive champion for systems integration resulting in a comprehensive cultural shift towards patient safety that included hospital-wide deployment and sustained utilization of computerized physician order entry (CPOE). • Embraced and implemented lean processing methodologies supporting organization-wide improvement efforts.• Led Children’s information technology “integrated functionality” strategy and tactical roadmap focused on patient, family and clinician experience. Developed tactical precedence diagrams reflecting prioritization of initiatives with corresponding capital budgets.• Established the Pediatric Leadership Council, improving a national software vendor’s product and service for the pediatric population. This maturing body of clinical and administrative leaders made notable EMR improvements in patient safety, health, and integration for all pediatric clients across the country.• Operational responsibility for Information and Technology Services including Telecommunications, Technical Services, Revenue Cycle Systems, Financial Systems and Clinical Information Systems. Additional responsibility included Health Information Management and Transcription as part of strategy toward the “less paper” medical record.

Seattle, Wa

Recruited specifically by the CEO to transition the information services department to a service oriented organization capable of supporting large scale process improvement efforts utilizing internal and external resources to their fullest.• Actively negotiated deliverables based outsourcing contract between CMSI and Providence Medical Center.• Transitioned department from twelve data processing oriented employees to a staff of thirty-five competent professionals capable of implementing applications truly supporting the organization.• Instilled in staff a customer service orientation, lifting the credibility of the department and creating positive relationships with departments across the hospital.• Formed and chaired administrative and clinical oversight committees charged with developing tactical roadmap for implementing key technology-based initiatives. • Successfully procured and implemented an enterprise-wide clinical information system supporting the overall clinical objectives of hospital leadership.