Leading information security for Ardent Health Services including the assessment of information security exposures, management of information security programs, and compliance reviews. Responsible for determining appropriate security measures, policies and procedures that support strategic, tactical and operational objectives in a cost-effective basis. Oversees staff of 29 FTEs. Regular reporting to the Board of Directors and Executive Leadership Team.

A division including a for profit multi-hospital system with rev of $1.8 B and 8 facilities including 400 licensed beds.Manage staff of 18 hospital IS resources and IT vendor accounts. Advancing healthcare information technology and security by standardizing platforms, simplifying support, and building operational teams. Accountable for Information Technology and Security delivery reporting to the SVP/CIO. Responsible for the operational and capital IT budgets, Division PMO, Division Information Security, strategic and tactical plans.2020 Highlights: Forklift upgrade of the remote PACS access system. Harrington Cancer Center migration to the new building, Decrease in average turnaround times for tickets by 60%. Standup of remote access for work from home migration due to COVID. Expansion of patient rooms to dual occupancy to address COVID 19 surge.2019 Highlights: Seton Market Epic Activation, Ardent Cup win for BSA Hospital, Avaya phone system upgrade. Decrease in average turnaround times for tickets by 44%.2018 Highlights: Data Center network core refresh, Cath/EP Lab forklift upgrade, encryption of approximately 3,000 endpoints to bring Ardent Division into security compliance. Operational improvements of 89% decrease in open tickets following Epic activation and streamline of hardware/software request process.2017 Highlights: Completed ReIP of Division endpoints for consolidation into Ardent Enterprise. Ardent Division Epic System activation for 3 hospitals and associated clinics.2016 Highlights: Wireless remediation in main hospital with a Wide Area Network redesign. Completed Tomosynthesis roll out for Harrington Cancer Center. Planning technology changes required for Epic Activation.

A for profit multi-hospital with rev of $1.8 B and 7 facilities including 400 licensed beds. Division of Ardent Health Services.Manage staff of 39 hospital IS resources and IT vendor accounts. Advancing healthcare information technology by standardizing platforms, simplifying support and building operational teams. Accountable for Information Technology delivery reporting to the SVP/COO. Responsible for the opx and capx IT budgets, PMO, strategic and tactical plans.2015 Highlights: 8% favorable to budget. Additional 2.1M savings through contract negotiations and project management. Expanded enterprise MRN from 6 to 10 digits, Expanded Ambulatory solution2014 Highlights:15% favorable to opx budget. Additional 1.4M savings through contract negotiations and project management. SAN consolidated to single EMC platform. Telecom & voice mail upgraded to enterprise Avaya platform. Hospital MU attested to 2014 Stage 1 Yr 2.2013 Highlights: $3.25 million savings through contract negotiations, operational redesign, and project management. Decreased 2014 OPX buget by 30% while increasing staff by 20%. Invision Clinicals upgrade to MU capable Soarian platform (May), In-house transition of the IT department (Aug). Hospital MU attestation 2013 Stage 1 Yr 1 $4,180,714.00 & Ambulatory Attestation 2012 Stage 1 Yr 1 $291,072.13.

Project Management CoordinatorDeveloped project mgt office and program management for Information Services. Redesigned Information Services enterprise downtime processes, change control, enterprise issue management. Directly responsible for NextGen Ambulatory Program and Ambulatory Meaningful Use. Work includes continuous improvement for operational processes, vendor accountability, and IT team leads. Contribution to the information services operational and capital budgets.•$796,032 savings on projects from 2009 to 2011.•18 Projects/Programs completed within scope, on time and under budget in three years.•Developed Project Management Life Cycle Methodologies and accountability.•Developed Information Services Operational processes.•Outsourced IT vendor accountability.•Network Remediation/Stabilization. Operational network downtime accountability.•Redesigned IT Operational Change Control policy, procedures and accountability.•Contributed to remediation of IT Help Desk backlog; 50% reduction in open tickets.•Developed and chair IT Project Management support group and mentoring.•NextGen program management for 6 clinics, responsible to executive team.•Project completed within scope, on time and under budget: Welsoft, Invision Clinical documentation, Lawson, Common Cents, Prosec, Allscripts.•Redesigned Purchase Request process and reporting.•Designed Enterprise wide issue tracking and escalation process and accountability.

Project Management of process improvement projects across the enterprise, project design, implementation, data analysis, and outcome support. (1/2007 to 9/2007)•Lab On-Time Clinic Results increased by 21%

Coordination of process improvement projects across the enterprise, data analysis. (2005 to 2007)•Emergency Department reduction of wait times by 38%•Reduction of Radiology bills on hold for a savings of $320,000.•Reduction of pharmacy STAT medication processing time by 60% for a $75,000 savings.•CAT scan wait time reduction of 90%•Radiology Special procedures reduction of wait times by 79%.•Implementation of paperless, order process for outpatient radiology.

Direct patient care, staff support, Amarillo Plastic Surgery. (1998 to 2005)•Lead therapist for Amarillo Plastic Surgery•Decrease in splinting inventory by 50%