Rafael Reisz Email & Phone Number

Greater Boston Area

As a certified SBA business consultant, working with entrepreneurs to build and grow innovative businesses.

Cambridge Ma

Currently teaching a post-graduate course on “Project Risk, Quality, and Change”. Work as a “challenger” helping student teams prepare for entrepreneurship prize competitions.

Rafinco LLC is a solo and connected consulting firm working with clients to plan, manage, and deliver projects and programs that meet defined business objectives. Rafinco LLC provides program and project operation, supervisory and advisory service engagements in Healthcare, Bio-pharmaceutical, Higher Education, Legal, and consulting industries.Our process improvement approach, proven tools and methods, a focus on team engagement and collaboration, and commitment to accountability and results deliver rapid and sustainable benefits.Proven Subject Matter Experience and Expertise:• Organizational growth and transition management• Risk and change management• Business and practice process improvement• Integrated sales-to-delivery operations • PMO creation and operation• Business Intelligence, data warehouse development, and analytics• R&D and product innovation management • Enterprise system integration• Informatics and clinical project management.

Warwick Ri

This full-time position focused on rapid definition and delivery of a growth strategy based on value added products development and an emerging HIE platform. The mission was to develop a new line of business focused around private, IHE-based, health information exchange, Federal eHealth Exchange and DIRECT based exchange guided by the principals of Population Health Management. Responsibilities included LOB governance development, product management operations, risk management, process improvement, performance analytics, and support of client and partnership development.

Greater Boston Area

I joined a newly formed and game-changing Population Health Management division of GE eHealth to help develop an innovative Care Management platform designed to enable a population health based approach to care coordination and disease management through the enhancement of the clinical workflow with integration of advanced analytics and rules processing to drive, document and track provider encounters and patient engagement. A product development and commercialization partnership agreement with Geisinger Health Plan established a multi-phased program for delivery of the suite PHM platform beginning with analytics-driven care management and utilization management. In June 2012, GE and Microsoft continued the program under a joint venture called Caradigm aimed at enabling and extending health systems’ and professionals’ use of real-time, organization-wide intelligence to improve healthcare quality and the patient experience.My responsibilities focused on two integrated objectives: (1) Build and drive GE’s transformational program driving governance and operational performance based on end-to-end cross-functional accountability for program coordination and progress(2) Work with GE and Geisinger joint leadership and teams to develop and execute on the objectives defined in the partnership agreement providing accountability to the joint governance committees, engagement oversight, consolidated risk management, SDLC coordination, and timely implementation of directives through continuous improvement and a highly integrated and collaborative organization. My work with GE, Caradigm, and Geisinger helped leverage change in order to facilitate, sustain and accelerate momentum and productivity through a period of complex compliance, organizational and platform transformation. The result of these internal and client efforts were recognized with the GE CEO Award for Customer Engagement for my work with Geisinger Health System.

Engaged by the Managing Partners of Squires Sanders to investigate and implement process improvements for legal practices. Worked with partners to identify high value-to-cost process improvement opportunities and helped to define and implement firm-wide process improvement governance, road-map, and tool-set. Conducted workshops, presentations, and training for project management and process improvements. Led or mentored several process improvement projects bridging legal technology and legal practices.

Working within a broader engagement for University leadership (see below) I was asked to provide advisory services to the Provost of the Boston University Medical Campus (BUMC). The BUMC comprises the School of Medicine, the School of Public Health, the Henry M. Goldman School of Dental Medicine, and the Division of Graduate Medical Sciences of the School of Medicine. Boston Medical Center is the primary teaching affiliate of the School of Medicine. Working closely with the chairman of the executive committee, I provided analysis and recommendations based on input from six sub-committees including Administration, Education, Research, Clinical, Communication, and Information Technology. These recommendations helped define the BUMC technology roadmap and alignment with Boston University’s main campus.

In 2008, I was engaged by Boston University President, EVP, and CIO to propose and then to establish a university-wide project governance and management framework. I worked with administrative VP’s and Deans to explore needs, develop buy-in, mitigate risk, and to coordinate governance and organizational strategies across technology, business, and academic leadership. The result was adoption of uniform portfolio management across all academic and administrative domains within 8 months. I worked with the CIO and direct reports to guide the development of PMO services, including the creation of governance and execution workflows, document and metric framework, uniform risk management process, BI-based reporting, training, and team development. The outcome was a full transformation of the University’s Information Technology Services division.As an additional task, I was asked to work with the Information Services Team to develop a business intelligence architecture and roadmap. The result included a technical design and data management strategy that consolidation of legacy data into an integrated repository, ETL processes, and multidimensional schema that would support both decision support and transition to a new ERP platform.• Led the development of PMO services, project work flows, PM document framework, and reporting• Guided PM training and project team development• Let the design and adoption of business intelligence and decision support capabilities• Enabled a transformation of the University’s Information Technology Services division.

The engagement first focused on operations and performance improvements with Partner's medication informatics group developing medication knowledge, alerting services, and product integration. The engagement was broadened to all to all Clinical Informatics R&D groups including Clinical and Quality Analysis, Informatics services, Longitudinal Medical Record, Clinical Knowledge Management, Patient Gateway, and Grant Management.Realized benefits based on continuous process improvement and an integrated portfolio management approach included improved project governance and alignment across engineering, informatics, and knowledge management groups. An inclusive approach drove cross-group collaboration and interdependency management, reduced risk, and generated a better planning and budgeting process. Working with Corporate Managers, the CIRD Director and Partners PMO, we developed uniform service and practice guidelines to better integrated healthcare service and system strategies.

Worked with a newly appointed CIO to identify a strategic IT portfolio, gain leadership buy-in, and demonstrate results for this fast growing multi-site, multi-practice firm. Facilitated firm-wide planning and strategy discussions focused on improvements of accounting and business systems.

Engaged to develop a PMO organization and to build-up delivery capacity and quality for the company. Realized benefits led to broadening of activities at the CIO-level integrating portfolios, operations, and resources across Business, Research, Manufacturing, and Infrastructure divisions. Responsibilities included facilitation to the weekly CIO-VP briefings including analytics and recommendations to leadership on such matters performance, problems and risk, priorities, resource utilization, and client relationship. As the PMO manager I developed the PMO organization and practices, assigned resources, improving performance, and utilization, and coordinated risk mitigation across divisions for a full range of complex projects including: manufacturing site build-out, increased research capacity, financial system upgrade, clinical data management, system validation, litigation support, and others. The organization and processes established at BiogenIdec helped the firm pull through difficult legal and economic challenges and move forward with improved planning and delivery.

Worked with this mid-market turnaround firm on a range of services related to an international bankruptcy and associated litigation focusing on litigation support, eDiscovery, IP transfer, forensic accounting, and estate technology operations. I was instrumental in the recovery of funds and in the implementation of cost control initiatives. Work included information mapping, data extraction, forensic accounting strategy and analysis, IP transfer, advising on technical implications of legal action, development of litigation databases, and implementation of data protection, preservation, and destruction processes.

ADL was founded in 1886, Arthur D. Little Inc., became the first and best known consulting firm delivering breakthrough products and services in Innovation technology, Environmental Health and Services, and Management Consulting. Worked with corporate and line-of-business leadership to develop and deliver a portfolio of programs that aligned technology and business objectives. Initiatives promoted business responsiveness, rapid delivery, cost management, collaboration, and compliance with internal standards and external regulations. Major programs included:• M&A: Due diligence and post-merger integration with corporate leadership and multiple buyers• Integrated Product Development: Enabled product innovation and development for a highly regulated Innovation Technology line of business• Enterprise Information Portal: Improved communication, productivity and cost reduction through dynamic access to processes and information• IPO Preparation: Developed information strategies related to a major “cutout” IPO initiative• Business Intelligence: Improved business performance through enterprise-wide, global financial, case, and client analytics and decision support• ERP implementation: Business process re-engineering and reporting related to a multi-ERP (PeopleSoft) implementation • Knowledge Management System: Improved knowledge access, quality, and value through enterprise wide groupware and system integration• CRM: Improved business development, conflict and interest detection, and client information management processes and systems• Business Life Cycle and Business Development: Reduced cost and lost revenue through improved workflow management• Financial Transaction Processing and Management System: Improved financial processing at reduced IT operational costs and level of effort.