Responsible for leading the Business Relationship Management team of 25 which covered all 7 regions and the Clinical Informatics teams consisting of 153 Caregivers across Clinical Laboratory, Pharmacy, CommunityTechnologies and EHR Clinical Support. Managed a $21M budget.Led the development of tools and processes to leverage data and customer feedback which discernedgaps between IS metrics and caregiver sentiments leading to an improved end-to-end customerexperience.Designed and implemented a business relationship management framework that aided in ensuring ISand business operations priorities were aligned including the development of tools and processes totrack and deliver solutions.Initiated customer engagement improvements with IS by consolidation of HelpDesk IVR phone trees andimplementing skills-based routing to ensure issues were directed to the correct clinical informaticsexpert resulting in decreased wait times and decreased transferring of tickets between IS teams.Successfully renegotiated the Clinical Decision Support SaaS contract delivering $2.8M savings to Clinical Informatics budget over 3 years.

Responsible for the EHR governance processes that included 28 clinical governance groups spanning all acute and non-acute healthcare EHR domains across a single vendor and multi-state Epic instance across 52 hospitals and +1000 clinics. Led the team of 15 program/project managers.Designed and implemented the EASe paradigm for EHR optimization focused on easing EHR burden on caregivers by leveraging data, clinical governance groups and vendor updates which determined optimization focus areas.Reduced program and project management miscues by embedding project managers within the clinicalgovernance groups which ensured a seamless transition of knowledge and timely decisions.Successfully implemented +1000 Epic EHR optimization requests that streamlined the EHR andeliminated caregiver burden by reducing the number of “clicks,” eliminating unnecessary clinicalwarnings and streamlining documentation.

Responsible for all IS operations including regional and local C-Suite relationship management, Budgeting, Desktop Support, Telecommunications, Network Infrastructure, Servers and Storage. Led a team of 30Caregivers.Developed Telecommunications strategic plan which reduced the complexity of the existing environment of 14 different telecommunication systems into a two-vendor solution.Developed and implemented a Regional IS Oversight Committee and strategy to align Regional ISrequests with System IS strategies and goals leading to fewer competing priorities and more effective use of regional capital funding.Partnered with local and system leadership teams to ensure successful continuity of business during the major fires in Northern California in 2018. Leveraged SWAT teams of system caregivers to ensure localcaregivers could care for their families while others helped maintain daily operations.

Responsible for the implementation and rollout of MEDITECH’s Scanning and Archiving solution across the St. Joseph Health System. Led team of 5 Project Managers and Application Analysts and partnered with Revenue Cycle and Health Information Management leaders in all 15 hospitals. Managed $2.4M budgetDeployed St. Joseph Health’s electronic signature processes which streamlined and improved boththe patient and caregiver experience while improving accuracy of patient data collection and tracking.Migrated historical image data from 2 disparate archiving systems to ensure business continuity andelimination of existing vendor contracts resulting in decreased licensing costs.

Responsible for the leadership and management of the MEDITECH practice collaborating with the practice VP and the sales team to deliver leadership and subject matter expertise. Provided leadership oversight and client relationship management to deployed Leidos consultants.Partnered with the sales team in contract and process negotiations which helped secure a $15M multi-year legacy support contract at a midwest multi-state/multi-facility healthcare system and a multi-year contract to provide a CIO and full-suite application support to a regional hospital in central Colorado.

Responsible for the consolidation of 9 different MEDITECH EHR Databases into a single MEDITECH solution. Led a team of 15 domain-specific project managers and team of 160 applications analysts and workflow experts. Managed $240M project budget.Migrated all 15 hospitals to the single EHR solution including the integration of 700 3rd party interfaceswhich eliminated 9 disparate EHR systems licensing costs, improved patient continuity of care, andstreamlined IS support by decreasing variability between sites.Met “Meaningful Use Criteria” in all 15 hospitals post project completion which allowed sites to meetCMS requirements in year one.

Responsible for the oversight and management of all contracted consultant CSC staff to ensure projects and other deliverables were met. Responsible for the business relationship management and direct management of 30 CSC consultants.Managed and delivered two successful upgrades to 12 facilities.

Responsible for all IS operations including Business Relationship Management with local C-Suite leadership, budgeting ($22M), Desktop Support, Telecommunications, Network Infrastructure, Servers and Storage.Partnered with CIO to provide local leadership and management of the outsourced IS Resources (Perot Systems).Implemented the region’s and St Joseph’s Health’s first Digital PACS system for diagnostic imaging which was a 180-day project that led to a 95% reduction in X-ray film usage on day one.