Mathew Gaug, Mha Ms Fache Chcio Cdh-E Email and Phone Number

As Chief Operating Officer (COO) for Deaconess Health System's Indiana Market, I lead the daily operations across multiple healthcare facilities in the region. My focus is on executing strategic initiatives to enhance patient care and maintain operational efficiency. I work closely with the Chief Administrative Officer, clinical leadership, and administrative teams to deliver high-quality, cost-effective healthcare services, while ensuring we meet regulatory and financial performance goals. In my role, I manage budgets, optimize resources, improve patient experiences, and foster a collaborative, mission-driven work environment that aligns with our organization's values.In addition to my role as COO, I also serve as the System Vice President of Laboratory Services for Deaconess Health System. In this capacity, I oversee all aspects of laboratory operations across the system, ensuring we maintain the highest standards of quality, efficiency, and innovation in diagnostic services. By integrating laboratory services with broader organizational goals, I aim to drive operational excellence, enhance patient outcomes, and support the overall mission of Deaconess Health System.

In my current role, I coordinate an extensive range of operations, including IT functions, support, procurement, project management, strategic planning, system integration, cybersecurity, technology deployment, data governance, vendor management, and disaster recovery. I manage laboratory and radiology services, leading a team of 181 professionals with a budget of $225M. The oversight includes biomed engineering, application development, IT operations and infrastructure, business intelligence, analytics, clinical informatics, and coordination of radiology and laboratory modalities, emphasizing a commitment to optimizing healthcare technology and diagnostic services.Here are my notable achievements from the tenure:• Completed a $2.5M MRI upgrade project, creating 25% more schedule capacity within radiology's woman's health department through contract negotiations, the addition of new shifts, and weekend coverage.• Spearheaded the planning, development, and execution of the Epic EHR system during the COVID-19 pandemic, attaining a rare Epic implementation in independent medium-sized hospitals.• Elevated patient safety and clinical effectiveness through the implementation of the new Epic EHR, surpassing goals with an 80% increase in Computerized Physician Order Entry (CPOE), 62% in admission medication reconciliation, and 90% in medication scanning within the first month.• Planned, developed, and executed new chemistry analyzers, creating 20% more lab capacity at peak hours, implementing Lean processes to reduce movement waste, and slashing overall yearly expenses.• Realized annual savings of $2.25M by consolidating redundant systems and negotiating application contracts.• Reduced data reporting re-work by 3 weeks by launching and chairing the data governance and IT change advisory board committees, establishing change standards and data protocols.• Executed an EHR optimization plan, earning Epic’s Gold Star Level 9 designation in the first year.

Here, I directed information technology operations for support, purchasing, project management, strategic planning, system integration, technology deployment, data governance, vendor management, and disaster recovery. I supervised a staff of 56 and managed a $24M budget. I oversaw Bio-Med Engineering, Application Development, IT Operations & Infrastructure, Business Intelligence, and Nursing Informatics teams. I served as the Telemedicine Technology Chair.I earned a HIMSS Analytics Stage 6 designation by managing the Meditech EMR optimization and upgraded 2 months in advance of schedule and 15% under budget. I was also awarded the CHIME Most Wired designation by implementing technology optimizations. I migrated from an antiquated computer fleet to a Device as a Service (DaaS) model increasing system availability and clinical care capabilities and slashed data storage costs $24K and improved backup capabilities. I destroyed power outage issues and lowered costs by decommissioning a data center. I also designed and launched a state-of-the-art data center, relocating 200 servers. I adopted standards to support implementation of the tele-stroke and tele-neurology programs. Also, I lowered telecom costs $24K a year by upgrading phone systems and negotiating new contracts and lastly, implemented a centralized leadership team, stabilizing the environment and improving all IT systems in ecosystem.

In this long-lasting role, I was promoted to lead the development of an IT services team supporting 75 physician practices across 80 locations. Here, I directed all IT functions, including Nursing Informatics, IT Operations, and Chart Abstraction. I supervised 48 and supported the EPIC Ambulatory system and planned and managed process optimization initiatives. I developed all policies, procedures, and standards for all IT operations functions and hired resources increasing the team from 3 to 48.I spearheaded the $38M EPIC Ambulatory implementation for all practices and directed project management, staff training, and post go-live optimization. I rejected expensive software support agreements by archiving data from 10 record systems to a single data warehouse and retired applications. I actively increased physician satisfaction by 70% by launching a hotline for direct communication, eliminating the Service Desk queue. I also cut resolution times 47% and reduced escalations by enabling the Service Desk to perform first call resolution.