Global strategic IT partner in biotechnology supporting executive business leaders in the Patient Service organization delivering business assessments and operating model transformation that strengthens the operational foundation. Leads patient service digital strategy, road map, digital innovation and identification of new capabilities, services, and solutions to address customer needs. Represents US interest in global Commercial Medical IT International focus group. Accountable for continuous improvement efforts to build resiliency and hardening of Patient Services systems including preventing business risks and costs, proactively alerting issues, using robotic process automation to remove manual efforts, implementing performance monitoring tools, and reporting real-time dashboard analytics.

Responsible for driving IT Strategy, Quality Assurance and Process Improvement, working both individually and as a driver of cross functional teams. Identifies, plans, and executes major initiatives within the quality framework of IT. Guides rapid design of solutions for new systems and enhancements to existing systems. Responsible for understanding the possible with emerging technology and creating proposals for consideration by executive leadership for the Enterprise Data Center, Network and Infrastructure teams. Delivered a Service Asset and Configuration Management Plan (SACM) to executive leaders consistent with ITIL foundations with a focus on modernization, transformation, and innovation. Established guidelines for ADDM (Automatic Discovery and Dependency Mapping), DCIM (Data Center Information Management), Capability Maturity Model Integration (CMMI), IT Governance, Vendor Management, Automation, and AI Ops. Responsible for reporting IT Quality Assurance financial variances between budgeted and expected capital and operational expenses.

Responsible for all Clinical Imaging, Clinical and Corporate Ancillary, Finance, Supply Chain, HR, Content Management, and Back office application systems with a budget of $17.1M budget with 95 team members.• Renegotiated vendor maintenance contacts, reduced consultant contracts, and eliminated unnecessary travel expenditures through the use of video technology, resulting in completing 2018 under budget by 12.5% and reducing the 2019 budget by 32%.• Led initiative to eliminate manual and paper-based workflows by delivering digital signature capabilities with a goal of achieving a $26.2M benefit over three years, including hard savings of $10.1M and labor productivity savings of $16.1M.• Drove enhanced workforce functionality and effectiveness by capturing team member viewpoints, targeting data driven opportunities, and implementing action plans while increasing manager satisfaction scores by 10% and team member satisfaction 3%.• Maintained and improved capabilities of 366 existing corporate and clinical systems through the successful completion of more than 1,000 project implementations and upgrades leading to enhanced long term stability, growth, and higher provider and business partner satisfaction.• Successfully deployed Epic (Radiant, Cupid, Willow, Willow Ambulatory) throughout the health system resulting in 100% electronic medical records, improving patient and provider interaction and communication, enabling digital and mobile technologies, reducing cost, improved patient safety, and improved outcomes. • Successfully implemented technology to support TeleStroke services throughout the health system resulting in access to emergent stroke care 24 hours a day, 7 days a week, 365 days a year. • Supported Digital Transformation where digital capabilities improved organizational efficiency by increasing the speed of delivery and improving value, flow and quality while enabling customers to engage with technologies.

Provided leadership in establishing goals and priorities in the overall management of current and planned medical imaging and ancillary applications, services, and related technologies. Ensured continuity and alignment of the medical imaging systems and services to corporate strategies, strategic plans, and facility requirements. Supported organization-wide centralized imaging and provided multi-site management of Radiology, Cardiology, and Radiation Oncology technology teams across 15 hospitals and 550 ambulatory sites.• Led the effort to eliminate film-based imaging, file rooms, and manual dictation across the health system by implementing digital imaging systems (PACS) and voice-to-text dictation reporting for Radiology, improving turnaround times from greater than 24 hours to less than 60 minutes while improving patient outcomes, reducing radiation exposure, and improving stakeholder communications. • Managed radiology image volume increase from 650K in 2007 to 1.9M in 2019.• Resolved provider concerns on IT Support Center response time through development of an Imaging Support Center dedicated to all incoming support calls resulting in an 85% improvement in First Call Resolution, reduction of Time To Answer from 14 minutes to 7 seconds, and reduction of Abandoned Calls to near zero.

Responsible for providing guidance, instruction, leadership, and management to the Information Technology team to ensure smooth, stable operations for company systems and services. Supported all aspects of Information Technology including Finance and Supply Chain systems, network and infrastructure, desktop hardware, and support services.• Migrated the JD Edwards ERP system from World Software on an AS/400 system to the OneWorld client-server architecture. • Led the implementation of internal controls and compliance strategies to align with Sarbanes-Oxley Act to protect the integrity of financial records data.• Managed expenses and capital expenditures with a budget of $3.5M.