Rick Fitzgerald Email & Phone Number

Indianapolis, In, Us

Serving as trusted advisor to New Mountain Capital, providing strategic technology consultation and advice. Acted as Chief Information Officer for 3-portfolio organizations. Advise decision-makers on technology advancements, cost reduction, platform stability, digital transformation, and cybersecurity initiatives. • Conducted $10B+ in due diligence for potential acquisitions.• Co-Launched CIO roundtables with 45 technology leaders within portfolio to foster collaboration, share industry standards, review cybersecurity trends and threats, and facilitate more effective decision-making. Deployed security framework to evaluate each portfolio company and determine cybersecurity readiness and protections.Key Projects:Chief Information Officer – PerkinElmer Oversaw technology due diligence for $3.5B carve out of PerkinElmer from parent company. Tasked with managing all technology components of a highly complex transaction, oversaw the physical separation of SAP prior to transaction close with zero business impact. Recruited IT leadership team and transitioned organization to new CIO. Chief Information Officer – Pearce Services Acted as CIO for 1 year, reducing costs by $350K and generated additional $500K of EBITDA improvements through vendor negotiations, process improvements and platform consolidations. Implemented new project intake process to improve project prioritization, return on investment calculations, and delivery cadence. Launched new Salesforce CRM platform, while maturing processes and enhancing enterprise security posture.

New York, Ny, Us

Ciox connects healthcare decision makers with the data and hidden insights in patient medical records. Through its solutions for data acquisition, release of information, clinical coding, and data abstraction, Ciox helps customers consistently solve challenges in clinical inter-operability to support a range of needs, from research to revenue cycle. As Chief Digital Officer, my responsibilities enable over 100M medical records to be retrieved and delivered annually through my oversight of product development, infrastructure, security operations and enterprise architecture. With a budget of ~$70M and a global team of 400+ engineers, I created a ‘cloud first’ strategy by collapsing 4 data centers and executed the migration of all major revenue ($700M+) generating platforms to Microsoft Azure, redesigned the organization structure to adopt agile methodologies, increasing software release cadence, reliability, and platform stability by 66% while reducing overall IT spend by ~18% in the first 3 months. These efforts enabled the successful merger with Datavant in 2019 resulting in an updated valuation of $7B (7x). Aligning with Datavant’s mission of connecting the world’s health data to improve patient outcomes, we have released five new products including Datavant Switchboard, which enables the digital retrieval of medical records through electronic bots, direct connections to EMRs and custom integrations with Epic and Cerner platforms.

Indianapolis, In, Us

Equian was a leading end-to-end payment integrity organization which managed over $500 billion in annual claims charges on platforms designed to assist clients by identifying, pricing, analyzing clinical codes, and ultimately recovering inaccurate transactions in the complex environments of healthcare, workers’ compensation, and property & casualty markets. Equian acted on data to pay the right party, the right amount, at the right time, delivering over $3+ billion in actionable savings throughout the payment spectrum to the company’s 400+ customers. Recruited as the EVP of Technology and Procurement, I was responsible for all aspects of product development, technology operations, information security and procurement functions. Overseeing an annual budget of $50M and global team of engineers, I executed and delivered integrated technology solutions improving operational efficiency while reducing overall expense. In two years, we collapsed 13 Active Directory domains, developed, and launched 5 new enterprise software platforms, completed a full network redesign, achieved HiTRUST certification, created an enterprise data lake with 2B+ unique claims, decommissioned four data centers while implementing enterprise processes and building a world class organization. Additionally, I established a procurement function responsible for reviewing and negotiating all critical contracts, launched and deployed a travel management program and generated nearly $2M in annual savings. On July 23, 2019, Equian was acquired by United Health Group for $3.3B.

Plano, Tx, Us

Post the successful acquisition of MedAssets by Pamplona Capital Management, I was asked to join nThrive as the SVP - Chief Information Officer for a new organization focused on creating an end to end software as a service platform for revenue cycle management for hospitals and non-acute healthcare providers. Reporting to the Chief Executive Officer, I was responsible for managing the companies Information Technology, Procurement, Travel and Facilities. As part of the acquisition, Pamplona sold the Spend Management and Group Purchasing Organization (GPO) to Vizient Inc. I was responsible for drafting and managing the IT Transition Service Agreements (TSAs) and executing the separation of the systems, applications and infrastructure.

Alpharetta, Ga, Us

MedAssets helps healthcare organizations to improve financial strength through innovative revenue cycle, spend and clinical resource management solutions that enable improved margins, cash flow, quality of care and patient satisfaction. More than 4,200 hospitals and 122,000 non-acute healthcare providers currently use the company's Web-based technologies and evidence-based solutions to help capture revenue, control cost, increase regulatory compliance and optimize operational efficiency to improve the care delivery process. As a result, the company manages annually $50 billion in healthcare supply spend and touches over $365 billion in gross patient revenues.

Charlotte, Nc, Us

Bank of America’s consumer channels consist of 5000+ banking centers, 17,000+ ATMs and 70+ global call centers, which together execute more than 100 million daily transactions. As the Infrastructure Services and Production Support Executive, I have oversight of 450 associates and a budget of $50M+. My daily responsibilities include the management of all design, engineering, implementation and maintenance for all hardware supporting the consumer channels. In addition, I supervise a team responsible for all aspects of the production environment including software release management, system stability and resiliency, operational excellence and development of all monitoring systems.

Charlotte, Nc, Us

As the innovation and strategy leader for the ATM and banking center channels, I managed a $10M+ budget and led a team of 100 individuals who identified and implemented new technology solutions to enable the operating units to achieve their goals. Additionally, I was responsible for all software releases deployed to the ATM and banking center platforms. In addition, I created a team responsible for managing all facets of the ATM and Banking Center production environment.

Charlotte, Nc, Us

Early identification and immediate resolution of system issues are essential to maintain customer relationships and ensure productive associates. As ATM and Banking Center Production Support Manager, my responsibilities included the identification and execution of initiatives focused on improving the resiliency of Bank of America's retail operations. While in this role, I increased the satisfaction of ATM and banking center technology by 20% and reduced the number of high impact events by 80%. As part of Bank of America's planning for the next generation of consumer tools, I also led an End-to-End monitoring initiative across all of Bank of America's consumer channels including e-Commerce, Contact Centers, Banking centers and ATMs.

Charlotte, Nc, Us

Bank Of America owns and operates the largest US bank owned ATM network consisting of over 17,000 devices. To improve ATM availability and performance, Bank of America recruited me to leverage my expertise in remote and proactive monitoring of hardware and software. The primary objective was to provide 100% fault visibility for ATM components enabling operations teams to identify, troubleshoot and resolve ATM related problems. As the manager of the Smart Services Center of Excellence, I directed a technology team to define, develop and implement software solutions which enabled the ATM Operations to transition from a completely reactive service model to a proactive and predictive business model. In conjunction with these efforts, I was responsible for improving the overall logical security of the ATM network as well as improving productivity and reducing failed customer interactions (FCIs). Over 24 months, the Smart Services team returned over $8.0M in productivity and has reduced FCIs by $1M annually.

Chicago, Us

With annual revenues over $10 billion, GE HealthCare’s Global Services Organization consists of 4,000 employees, responsible for maintaining and servicing medical equipment located in customer facilities worldwide. As IT Leader for the Global Services Organization, I directed all Information Technology programs, client alignment and strategic planning for the Service Delivery, Service Sales and Services Productivity teams. Managing an annual IT budget of $5 Million, I managed a team of project managers, functional resources, and relationship managers, who were responsible for delivering key programs including Siebel CRM, Metreo Contract Profitability and Proactive Equipment Monitoring while ensuring FDA compliance.

Chicago, Us

On January 18, 2007, GE Healthcare agreed to acquire two divisions of Abbott Laboratories for $8.13 billion. To enable these efforts, the company quickly assembled a task force of top talent to manage the business combination. Because of my prior acquisition and customer service experience, I was appointed IT Leader for the Services Organization. In this temporary role, I was charged with completing due diligence, creating an application portfolio, and designing and planning a strategic application road map for the new GE Healthcare organization. Additionally, I was responsible for the evaluation and implementation a shared remote diagnostic road map and platform for the new Clinical Diagnostics business. Several days prior to the closure of the acquisition, the two organizations decided against the deal and all efforts were ceased.

Chicago, Us

The GE HealthCare sales force interacts with thousands of customers, purchasing a wide array of medical equipment, each product capable of a variety of possible configurations and options. The Sales Workbench application is an internally developed Customer Relationship Management (CRM) system that includes a robust product configuration and order entry system. The Sales Workbench team, which consists of 200 employees and contractors, is responsible for creating an application that digitizes the entire sales process from opportunity and customer lead management, through order, to remittance. As the Program Manager, I was responsible for the strategic direction of the application, which included the $24.5 million annual program budget, vendor management, issue resolution, and deployment to all divisions of GE Healthcare.

Chicago, Us

GE Healthcare's acquisition of Instrumentarium, a Finnish Medical Company, necessitated integration of an hundreds of Information Management systems. I was responsible for the overall schedule, budget and employee satisfaction for items such as PC deployment, network upgrades, integration synergy realization and application roadmap creation.

Chicago, Us

Virtual On-Line Center is a web-based application, which enables GEMS customer service representatives to dial-in from a remote location and repair imaging equipment at a distant hospital. I had worldwide responsibility for implementation, including program funding, scope management, program schedule and regulatory compliance.

Chicago, Us

A high connectivity rate is essential in maintaining GEMS’ high level of customer service, enabling the customer service representatives to troubleshoot medical equipment from the customer service center. As a Six Sigma Blackbelt assigned to this project, I was required to improve modem connectivity by conducting a root cause analysis and increasing connectivity rates in the most cost effective manner.

Boston, Ma, Us

In the year 2000, the Chief Information Officer of GE directed his Corporate Initiatives Group to investigate and implement projects to increase PC end users’ customer satisfaction. Support.Com provided PC end users an application, which automated the resolution of software issues, eliminating the need to contact the help desk. I was responsible for the global deployment of this software throughout GE, including scheduling, budgeting and managing a team of thirteen technicians who installed the product across the twenty-six GE business units.

Boston, Ma, Us

The GE Information Management Leadership Program (IMLP) is a two year program consisting of four six-month assignments through four different GE capital business units. I completed two rotations in the Chicago area for GE Auto Financial Services and GE Railcar. My third assignment was in Manchester, UK with GE Capital Fleet Services. Finally, I worked with GE Corporate in Fairfield, Connecticut, which let to my first full time position. Each IMLP rotation increased my technical foundation, project management skills and overall business knowledge.

Masters Of Business Administration, International Business

B.A., Communication