Michael Flanary, Mba, Cbrm Email and Phone Number

Manage a team of 12 high performing analysts to produce data analytics and BI reports used for making data-driven decisions for clinical outcomes, Quality and organizational goals. Provide senior leadership and key internal customers with analytic analysis related to clinical documentation and patient outcomes. Identify opportunities within the team and organization to reduce inefficiencies by applying process improvements.• Improved operational efficiencies reducing the team’s manual workload by 1.25 FTEs in 18 months and shifted 2 more FTEs to other teams while taking on additional work. • In 4 months, implemented an entirely new communication processes and methods to monitor changes, track request workload and timelines.• Led an improved patient discharge process by reducing errors from 26.5% to 5.7% for LEAN Six Sigma Green Belt project. Project was then rolled out through rest of 11 hospitals.

Acted as the interim manager for the 16 persons team reporting directly to the director of EDW to ensure data quality, development of BI analytics, and the development and management of 3 governance committees. Responsible for the team’s $550,000 budget by maintaining the team’s operating and project related budgets, contract compliance, and application maintenance and support costs. Responsible for establishing, developing and managing vendor relationships, contract engagements, contract negotiations and contract management.• Led a project team to implement an EDW and BI solution. Project budget was $4.1M, went live on time in 10 months and under $600,000 in budget.• Strategized and implemented a data driven optimization and BI reporting approach resulting in $1.22M in cost saving plus $2.86M in cost avoidance over 3 years through the elimination of redundant applications and purchasing of new reporting applications. • In 2 months, without vendor resources or a training budget, designed and executed a training program for 115 initial end users to learn Tableau.

As Team Lead of 14 members responsibilities included support and working knowledge of the customer's daily operations in order to identify and implement process improvements. Primary departmental functions including, budget process, vendor relationships, contract compliance and management, contract negotiations and team member management.• Led a cross functional team to standardized on one enterprise ECG solution application, carts and physician office access. Budget was $525,000; went live under 7 months and on budget.• Improved processes for Clinical Engineering teams to enhance SLAs and support; improved service times by 17% and raised customer satisfaction above 96%.• Reduced the IS regional cardiology and imaging operating budget by $87,000 in one year.• Directed the search, evaluation, and architecture plan for a multimillion-dollar enterprise Cardiovascular Information System (CVIS) solution.• Built community relationships with ambulance service for transport of STEMI patients to ED• Planned and led the full project lifecycle for complex initiatives for Cardiology, Radiology PACS, Neurology, and Radiation Therapy departments delivering on time & on or under budget

Customer Relationship Manager representing a very large IS department in a multi-entity integrated delivery network of 11 hospitals. The primary IS single point of contact for the East Region and the regional IS contact for multiple business unit service lines. Managed capital and operational budgets, financial outcomes, contracts and vendor relationships. Coordinated the activity of multiple projects for applications, construction and department moves. Routinely communicated with hospital department leaders, physicians, senior leaderships and IS senior leadership.• Reduced a $1.43M annual software maintenance budget by 12.5% in two years to $1.25M.• Improved upon IS department Change Management, RCA and Service Desk processes, documenting 4x more changes, decreasing incidents by 8% and raising customer sat 92% – 98% • Involved in the building of a new hospital (SJN) with oversight of IS deliverables for contracts, construction, budgets, equipment purchases and installs, designing new team member and patient workflows, IS system readiness and vendor coordination.• Guided hospital senior executives, directors, physicians, department and service line leaders, through IS department application standardization and integration to the core Cerner EMR.• Responsible for the following service lines in a matrix environment: operations and facilities, cardiology, radiology, laboratory, neurology, pharmacy, long term care and joint ventures.

• Provided direct assistance in managing department financial planning and management, capital and operational budgeting processe• Assisted the CIO and IS finance analysts with capital reviews, categorization, organization and communication• Detailed understanding of IS performance metrics and reporting to several IS Governance Committees• Assisted with department goal planning and tying back goals to long term strategic objectives for the department and the organization• Worked with CIO on various process performance issues and sought the assistance of IS teams to trouble shoot and resolve the issue• Involved in many process improvement efforts including service desk, capital budget ranking, application support and team member satisfaction

• Served as a liaison between IS and the hospital and business unit customers• Assessed customer needs and initiated appropriate intervention or service escalation as required• Team building and leadership for both day-to-day operations and project management • Responsible for negotiating a new maintenance agreement for the GE QS product, resulting in a hard savings of $619,500 over five years

• Analyzed workflow and built order entry enhancements in Siemens Invision• Maintained Siemens Invision System• Developed solutions based on customer needs• Worked closely with other support analysts, trainers and project managers to deliver solutions

• Developed training programs, provided user training on computer application systems, developed and created application training manuals

• Unit secretary and monitor technician; lead for training new hires• Phlebotomist; shift lead and responsible for processing and quality control