John D. Hansen Jr., Pmp Email & Phone Number

Franklin, Tn, Us

Senior Project Manager position is responsible for all aspects of SaaS patient flow software implementations for individual hospitals, as well as medium and large enterprise clients. Direct responsibilities for both customer relationship management and tightly controlling scope and budgets to deliver quality outcomes.Selected Achievements:◼Major Enterprise Accomplishments include: 13 hospitals - 3396 beds (metro Dallas), 14 hospitals - 2797 beds (west Tennessee), 10 hospitals - 1365 beds (southeast Texas), 8 hospitals – 1195 beds (north Mississippi)◼Scope of client projects included 100 to 3400 bed hospitals, delivering 130+ projects to 67 unique clients ◼Ran an average of 5-8 projects simultaneously, often requiring 50% - 75% travel (Project budgets ranged from $2MM to $15MM) ◼Issued bi-weekly executive project status reports to internal and external leadership teams◼Led 10-15 person client Information Technology teams to complete pre-requisite infrastructure upgrades◼Provided organizational templates to build client project governance teams/steering committees◼Managed workflow development to provide process improvements, increase operational efficiency, and influence patient care, resulting in reduced patient wait times and bottom-line improvement ◼Provided team leadership in the high matrix resource environment of hospital operations and IT teams◼Worked with client leadership to define strategic initiatives and forecast outcomes◼Measured actual outcomes against forecasts, reporting trends and suggesting workflow adjustments ◼Influenced clients to integrate multiple HL7 interfaces to improve efficiency and provide greater automation

Hanover, Md, Us

One of a select group of 15 national project managers, delivering large complex projects through direct customer engagement, or for large aggregators such as Dell, IBM, and HP. This was a customer facing position, with direct responsibilities for both customer relationship management and tightly controlling budgets to exceed projected gross profit margins. Managed remote teams in 80+ offices across the continental US. Routinely called upon to provide project turn-around expertise on troubled projects, with a talent for regaining customer confidence, and analyzing broken processes. Active contributor in the development of the enterprise PMO, providing innovation in the creation of processes and tools. Initiated a PM peer review program to audit all projects for PMO compliance. ◼Financial responsibility to deliver 25-30% gross profit margin as part of project performance metrics◼Delivered 95+% customer satisfaction ratings, gathered through independent client surveys◼Managed budget control that delivered an average of 7% below forecasts◼Selected by leadership team to on-board and train 6 new hires on project tools/methodology, and to mentor new project managers on their first projects◼Standardized PMO communications to 80+ US locations, which evolved into a national resource logistics office

Computer & Electronics Technology

Project Management Studies