Provide leadership for the EpicCare Link and Community Connect programs sponsored by St. Charles Health System. We enrolled 120+ EpicCare Link organizations with 1500+ participants and one Community Connect partner.

Provide guidance and leadership to Application Service Line Managers, covering all operational areas of our multi-facility health system.

Manage hospital-based clinical and business applications for the St. Charles Health System, encompassing four hospitals in the Central Oregon area. The team includes 17 Applications Analysts of both Clinical and Business Specialties.

Reporting to the CIO, managed the IT Project Management Office (PMO) and 24 salaried Managers and Programmers in four application support groups: Manufacturing/Warehousing, Business Intelligence, Accounting/Finance and Human Resources. Also served as Project Manager for a select number of high visibility projects. Significant accomplishments included:• Achieving 100% of our schedule and cost objectives while managing two high visibility projects: the company’s first Automated Time Collection (ATC) Project and the company’s first Executive Dashboard Project. The ATC project delivered over $200K in annual labor savings to the company. The Dashboard provided key marketing and merchandising dimensions and measures that, in 2006, were instrumental in achieving the best financial results in the company’s history.• Meeting 100% of the training and organizational change objectives for our SAP ERP implementation in 2008. This effort involved the training of 600 employees, with 30 course offerings and a full complement of change management communication tools. SAP modules implemented included SD, MM, PP, and FICO.• Achieving 100% SOX compliance with all four application support groups, as audited by E&Y in 2009.• Reducing software maintenance license fees by over $200K in 2009.

Managed the Engineering PMO and a team of four Industrial and Project Engineers. Included a broad spectrum of projects, from the building of a $10M Call Center, to the installation of manufacturing automation equipment, to Industrial Engineering process improvement initiatives. Significant accomplishments included: • Developing a complete Project Management Methodology for the Engineering department, including templates and guidelines for 28 separate PM Deliverables.• Saving $200K in hourly labor and product costs in leading a materials handling business process re-design effort for our pear crop. The project team made changes in almost every step of the process, from harvest to shipping. • Finishing on time and $250K under budget on the building of our two-story, 70,000 square-foot Call Center.• Achieving an average of 96% budget and schedule performance on an average annual project portfolio of 25 projects costing $4M.

Managed the $3M implementation of the Catalyst Warehouse Management System throughout our Medford facilities. Significant accomplishments included:• Achieving a 10% reduction in Materials Handling unit costs, measured in pallets moved per labor dollar.• Improving inventory accuracy from 92.4% to 99.8% level, as measured by our daily cycle counts.

Managed 150 hourly employees and a $2.7M budget in this role. Responsible for 500,000 square feet of storage space and $30M of inventory.

Selected as Project Manager for the company’s first ERP implementation (GL, AP, Purchasing, and Manufacturing). Team of five programmers implemented all four modules on time and below budget.