Owner of Business Intelligence (BI) for ALSAC. This role includes leading teams covering all aspects of BI to support the needs of ITS colleagues and business partners. These teams include ETL, data warehouse, data lake, campaigns, reporting, data ingestion, data integrity, and BI cloud strategy. Reporting to the CIO, then CDAO.

Led a highly skilled, cross-discipline team and was responsible for establishing the strategic direction of technology, processes, and products to meet stakeholder needs, business outcomes, and insights. The focus was on data enablement to ensure data is driving the best strategic decisions. That includes providing self-service analytics, optimized data mining, predictive analytics, and deep subject matter expertise with complex and ever-evolving data. These teams include Software Engineers, Analysts, QA, Software Engineering Managers, and Product Owners.ALSAC's People Leader of The Year (FY24). I also mentored a large number of other leaders and individual contributors.

Led the largest set of teams in ITS with developers, analysts, QEs, and architects. This included contracting and managing vendor relationships, establishing standards for DevOps implementations, quality, and customer management. I mentored other leaders and individual contributors, coordinated ITS engineering management, and led numerous special assignments from senior and executive leaders. My four teams included: - Data Systems: ETL, warehouses, batch/incremental loads, complex SQL development (SQL Server, Oracle). This team is converting portions of our DW to Redshift (AWS).- Data Mastering: Mastering marketing data and app dev using C#, .NET, MVC, Python, and SSIS. This team also deployed and maintained an AWS data lake.- Campaigns: Unica tool and architecture (with SSIS and Python). Unica is a sophisticated data segmentation/marketing tool.- Advanced Reporting: SQL, SSIS, Tableau, BusinessObjects, R, ThoughtSpot, and DataRobot.

Revamped tedious checkpoint process for 20% time savings per projectLed successful, enterprise-wide HRIS replacement (Kronos ⇒ Workday)- Successfully restored and completed a stalled, enterprise-wide project- Led reshaping of acrimonious relationships between business and ITS- Coordinated complex effort between SAAS provider, business, IT, and partners- Active role in negotiating multiple, complex contracts- Implemented new, enterprise-wide A/V conferencing system (Zoom)- Coordinated installation of several hundred central rooms and remote offices- Managed installations by a blend of internal staff and third-party providers- Co-led significant change enablement effort

Member of the Advisory Board for the Digital Marketing program at the University of Tennessee - Knoxville. From practical marketing strategies to customer segmentation, journey design, search engine optimization (SEO), paid and organic social media, marketing analytics, pay-per-click advertising, and other key areas, this program builds skills into the leaders of this ever-evolving space.

Founded and managed a technology company focused on two areas:- Custom software development. The focus was on purpose-built, highly scalable, high-availability systems for specialized processes. The Cosolis philosophy was that it always starts and ends with the data. All systems were cloud-based and built using technologies that positioned the customers with the best options to support their systems at the lowest cost, with or without ongoing Cosolis engagement. Customers included small and large non-profits and commercial organizations. - Commercial product development. Several commercial applications were built, grown, then sold. These applications were all cloud-based with an intense focus on stability, speed, scalability, and extensibility.Cosolis operated development teams in Tennessee, Michigan, and Guatemala.Cosolis was acquired in October 2022.

Led large team of direct/indirect teams of developers, analysts, consultants, and CPAs. - Owned successful implementations and add-ons of applications integrated with Microsoft Dynamics GP / CRM. This distributed team included office-based and remote staff in North America, South America, Italy, Germany, and Australia.- Simplified and automated creation of contracts. - Created and implemented new process improvement methodology (“PODS”) to address longstanding challenges of silos, vertical transparency, and accountability from individual contributors to the executive team.- Developed new “Checkup” service to drive revenue and reduce customer attrition. Also created new mobility team for product implementations, SME track, and COE.Other key contributions: Development of a single-source reference system for tracking/securing business data, development of new services delivery methodology to reduce attrition, increased CM for vendors, and reduced cost for customers by 10%. Owned services-focused deliverables at the annual user conferences.

Led large department of salaried, contracted, on- and off-shore resources (clinical & technical), including developers, analysts, physicians, nurses, pharmacists, technical architects, and project managers. - Owned implementations, development, testing, compliance, and project management - including all financial and operational deliverables.- Expanded quality service methodologies (Lean, 6Sigma) within our SDLC.- Effectively led multiple realignments and methodology transitions resulting from acquisitions, organic growth, reorganizations, and RIFs.- Sponsored development of new, innovative solutions within FDA-regulated environment (software as a medical device). This required gaining legal/leadership approval to leverage open source frameworks (highly unusual at GE at the time). This resulted in delivering six high-profile, high-margin projects in 24 months (net-new offerings, $6M revenue). All transparently customer-funded.- Led team through restructuring to develop net-new, innovative data migration tools for building large data archives, deploying sophisticated clinical/financial expert systems, implementing EMR/EHR systems, upgrades, and custom code.- Completed system-wide UI conversions using blended FTE/offshore teams- Realigned team to generate additional $6M revenue in new product/services- Expanded fixed fee offerings for improved margin by using near-shore contractors- Significantly reduced team travel by using new methods and remote delivery

- Led successful Support-wide implementation of new knowledge management system (KMS)Software development of decision support rules leveraging Fair Isaac framework- Extensive report writing- Debug of high-impact programs and processes- Directed multiple EMR/EHR project implementations for new and upgrading customersHealth Information Management (front-end, back-end, security at patient, facility and role levels)- Liaison between Support and large product rewrite team (development partner)- Team Lead for customer escalations, after-hours coverage, and SCP certification - Developed and led roll-out of structured employee mentoring program (new and underperforming)- Instituted comprehensive integration testing process and project documents- Developed new system audit methodology for high-value and high-risk customers- Authored exhaustive business (BRD) and functional (FRD) requirements documents

Led successful Support-wide implementation of the new knowledge management system (KMS), development of decision support rules leveraging Fair Isaac framework/IDE, report writing, and debugging.- Directed multiple EMR/EHR implementations for new and upgrading customers- Liaison between Support and product rewrite team (Intermountain Health)- Team Lead for customer escalations, after-hours coverage, and SCP certification- Designed and implemented a comprehensive integrative testing process- Developed new system audit methodology for high-value and high-risk customers

- First non-clinical staff member to hold a leadership role in pharmacy operations- Managed inpatient/outpatient inventory and purchasing budget- Member of Pharmacy & Therapeutics Committee (first non-clinician)- Close collaboration with senior leadership, nursing, physicians (e.g. JCAHO)- Owned departmental processes for inventory, CQI, and compliance