Direct reports include the VP/C-Level suite and exec team. Representing governing organizations with combined annual operating revenues of over $11 billion, administer HSSC's annual operating budgets of up to >$235 million based upon FY. Manage, develop, facilitate, support, and coordinate company strategic and annual operating plan(s), health data, and information technology initiatives that improve health for the residents of the Carolinas and beyond. This includes overseeing HSSC’s programs, service lines, and subsidiary companies. •Developed a Pediatric Mental and Behavioral Health data exchange platform to facilitate continuity of care between school-based healthcare providers and counselors.•Acquired Health Data Management magazine and relaunched it as a non-profit education subsidiary to serve as a single source of reference, collaboration & truth for evidence-based healthcare technology news, data, and education nationwide (HealthDataManagement.com).•Founded Health Sciences Health Innovations Group, LLC (HSHIG) in North Carolina, acquiring and integrating MindMyHealth.org into the HSSC-managed statewide Health Information Exchange. This enabled seamless access by healthcare providers to consumer-created Advance Directives, empowering individuals to “own their care” and “plan in advance."•Supporting a statewide response to the coronavirus pandemic, in April 2020, launched the South Carolina COVID-19 Information Exchange, providing COVID test results to all licensed providers. •Launched a Monoclonal Antibody mobile app to screen COVID-positive patients for monoclonal therapy appropriateness and infusion center referral.•Achieved ‘Best in Show’ award at HL7’s FHIR Applications Roundtable for advanced architecture enabling multi-institutional research.•Served as the Principal Investigator to the PCORI STAR Clinical Research Network.•Managed SC's Supplemental Teaching Payment program in partnership with MCO’s and participating Academic Medical Centers.

Role: PT Instructor/LecturerTitle: Adjunct Faculty (Section Leader) - Online MBATeach the Revolutionary Leader Practicum (the culminating capstone of the MBA program) and Integrated Technology to graduate-level students enrolled in the W&M Mason School of Business Online MBA program. Program Details:https://online.mason.wm.edu/mbaCourses Lead:https://online.mason.wm.edu/mba/revolutionary-leader-practicumhttps://online.mason.wm.edu/mba/integrated-technology

Manage 14 direct reports, including all VP and C-Level executives, and a shared matrix reporting for the CFO, who reports to the CEO with a dotted line to the COO. Administer annual budgets of up to approx. $400 million with yearly capital budgets ranging between $20 and $60 million (based on FY initiatives).• Led health system operations, generating over $1.25b in gross patient revenues.• Increased Gross Patient Charges in FY16 by $20.01m, resulting in an overall increase in Net Patient Service Revenue of $8.02m.• Reduced Operating Expenses, moving from a monthly negative variance to budget to a favorable position from the month ending March 2016 to May 2016, representing a $1.5m cumulative improvement within 60 days.• Improved Labor Productivity from 95.59% in April 2016 to 100.08% by June 2016.• Reduced Nurse Agency use by 54% between May and Oct 2016 and further reduced usage by 91% cumulatively by January 2017, despite a severe nursing shortage within the Hampton Roads region of Virginia.• Good liquidity with 236 Days Cash on Hand and a Positive Cash Flow ratio of 3.2 times higher than Debt Service.• Improved All-Cause Hospital Readmission Rates, reducing from 1.18 in 2014/15 to 0.89 in 2016 (O/E).• Improved Mortality Compliance Rate from 0.99 (O/E) in 2015 to .90 (O/E) in 2016, representing a nearly 10% improvement.• Supported Market Growth and Expansion in 2016: Opened a regional Ambulatory Surgery Center (ASC), advanced minimally-invasive spine surgery through the introduction of the Mazor Renaissance Robot Guidance System, and launched a 3D Mobile Mammography unit offering convenient regional screening opportunities to corporate businesses, local employers, churches and the broader community in both Virginia & North Carolina.• Played an instrumental role in hospital turnaround, including deployment of analytics & business intelligence tools, supporting an $11.7m operating income increase vs. the prior year, same period.

As CIO, manage 8 direct reports with the direct responsibility for the Information Technology, Corporate Compliance and Contracting Divisions. Administer annual operating budgets of approx. $25 million, and multi-year capital budgets of up to $40 million (based on FY initiatives).• Recruited to Chesapeake from a larger health system to bring a “systems thinking approach” and leadership style, to a fiercely independent organization in a HIGHLY competitive market.• Led door-to-exit system wide Epic EHR Go-Live with no negative impact to services, volume, billing or physician/patient satisfaction, while remaining on time and under budget.• Achieved ARRA Meaningful Use Attestation, Stage 1 (Year 1), Stage 1 (Year 2 - 2014 Standard) and Stage 2 (2016 Standard), contributing 1.02%, 0.5%, and 0.5% additional margin, each year respectively, to the bottom line.• Reduced software annual operating expenses by $1.8m in 2014, by migrating legacy Patient Access and Revenue Cycle system(s) to a more modern technology and capability, improving efficiency.• Through a strong partnership with the Medical Executive Committee and medical staff, within approximately six months’ post go-live, achieved an 87.9% Computerized Physician Order Entry (CPOE) medication orders utilization rate for unique patients, improving quality scores and enhancing evidence based & decision support practices. A CPOE Utilization rate of approximately 93% for ALL orders, was attained within the following 18 months.• Created a Cyber/Information Security Office to enhance the organization’s security posture.• Successfully established and “in-sourced” IT staffing operation (all IT disciplines) at Chesapeake Regional Medical Center, reducing the annual IT Operating expense by >$3m within 18 months, while also focusing on team building, raising staff satisfaction scores by 11%.Appointed to additionally serve as Chief Compliance Officer (CCO), a supplementary functional area of responsibility in 2014.

Directed all aspects of the enterprise Information Technology (IT), Health Information Management (HIM), and the Telecommunication Divisions for the health system. Served monthly as the Administrator On Call (AOC) in rotation with other executive colleagues.• Awarded “Computerworld Honors Laureate” status, a program which recognizes and documents the achievements of individuals and organizations who use Information Technology to benefit society, for work in developing “Advanced Information Infrastructure for EMR”.• Achieved “Top 25 Connected Healthcare Facility” award as designated by Health Imaging & IT magazine, highlighting our organization as having a seamless path for incoming and outgoing patient information and medical imaging.• Established and implemented an enterprise wide 5 Year IT Strategic Plan as a subsidiary of our Business Strategic Plan through partnership with Functional Areas/Service Lines and Physician/Clinician colleagues. This plan, branded and marketed both internally and externally as our health system’s “e-Revolution”, was facilitated and implemented through the creation of two multi-disciplinary teams, a Clinical Advisory & Operational Advisory Team reporting to a purpose built IT Governance Structure designed to include Clinician Leaders and System-wide Administrators.• Implemented a Regional Health Information Exchange (HIE) and clinical data warehouse connecting disparate EMR systems, better supporting the enterprise and clinical research/data analytics needs of the Bassett Research Institute (BRI).• Launched a system and region wide hub and spoke tele-stroke program, the first in the state of New York, improving the quality of care for residents in upstate New York, while expanding market share.• Directed a Health Information Management (HIM) department “concurrent coding” program as a part of broader organizational Revenue Cycle initiatives, which resulted in an estimated $1.02 million change in weight within the first year.

As Director of Technology at Greenwich Hospital - Yale-New Haven Health System, managed a staff of Engineers, DBA’s, System Administrators, and an Operations Manager, in addition to misc. project consultants.• Achieved “100 Most Wired in Healthcare” facility award 5 times during healthcare career as designated by Hospital and Health Care Network magazine and Deloitte Consulting, for being “ahead of the curve” in using technology to serve an organization and their constituents.• Facilitated systems and infrastructure roll out necessary for the relocation and opening of a new “state of the art” 520,000 sq ft. hospital facility at Greenwich Hospital with NO downtime, including the relocation of more than 20% of our administrative staff to a remote site.• Managed all Networks (LAN & WAN) and Server Infrastructure, supporting 1500+ users, and more than a dozen remote facilities.• Oversaw daily operations for 60+ healthcare applications including major systems such as Meditech HIS, McKesson EMR, and Fujifilm PACS.• Served as Greenwich Hospital's HIPAA Security Chair to Health System HIPAA Security Task Force, contributing to the production and implementation of system wide policies and procedures necessary to ensure HIPAA Security Compliancy.• Served as the YNHHS's Chief Security Officer (CSO) representative to the Voluntary Healthcare Association’s (VHA) Education Sub-Committee on Security, tasked with creating a healthcare security blueprint to be used as a guide for developing an Information Security program.• Administered an annual capital budget of up to $3.5 million (based on FY) and operational budget of up to $1.5 million (plus staffing).Prior: Technology Manager/Enterprise Imaging Systems Manager. From late 1997 to 1999, I served as a contracted employee to Greenwich Hospital through Imnet Systems, Inc.

Implemented, integrated and managed electronic medical record and imaging systems, and related IT Infrastructure, for clients across the country. West coast clients included Loma Linda University Medical Center (San Bernardino, CA), Midway Hospital Medical Center (Los Angeles, CA), Kaweah Delta Medical Center (Visalia, CA), and Doctors Medical Center (Modesto, CA).By year end 1997, served exclusively as a contracted employee to Greenwich Hospital in Greenwich, CT, to build, implement, manage, and maintain what became their primary imaging system and EMR.

Managed IT Infrastructure for Public Works Division (PWD) and Work Control Branch of Base Operations Contract. Johnson Controls replaced DynCorp, Inc. as Fort Irwin’s primary base operations contractor in 1996, taking control of the Army’s Department of Public Works.• Beyond managing technology infrastructure, responsible for and tasked with improving productivity and reducing costs, by studying and refining work methods and processes to improve quality, service and efficiency, while reducing operating expenses, thereby enhancing contractor competitiveness.• Provided and/or supported operational analysis, project management, quality management and strategic planning through information synthesis, procedure planning, process and design modeling, and effective verbal and written technical and procedural communications.

Managed U.S. Army Logistics Automated Support Facility (ASF) including LAN, Army STAMIS application systems in support of operations maintaining more than $80 Million of Class IX repair parts for National Training Center, Fort Irwin, California.• Responsible for the operation, maintenance, and repair of U.S. Army DAS-3 Honeywell mini-mainframe logistics systems. • Directly supervised SARSS and DS4 Systems Operators and Technicians, while providing indirect supervisory guidance to 80+ Class IX staff.• Served as Terminal Area Security Officer (TASO) responsible for all aspects of automated data security.Prior: Contracts Specialist, and Systems Operator I/II.