Richard Beam, Pmp, Itil Email and Phone Number

Promoted to manage a team of 10 direct reports, 6 indirect reports and 3 senior level contractors. Directs the day-to-day responsibilities for IT portfolio management, dashboard reporting, enterprise project management, staffing and recruiting, and vendor and contract management.- Hand-selected to provide guidance related to divestiture of Geisinger Holy Spirit to Penn State Health.- Actively engaged with NTT Data, third-party vendor, to build up maturity and processes around PMO.- Serve as in-house subject matter expert and educator for effective utilization of Microsoft project tool. - Provides direction related to dashboards, reports, project quality and team training. - Driving a new initiative to review, mitigate and correct overallocated resources related to projects under the responsibility of 27 Project Managers in the PMO and resource managers across the IT department.

Established direction for operationalizing IT Governance presence for company. Developed technical and risk management foundation, standards of excellence, built sophisticated interface applications, key features, and user-friendly concepts in support of IT and system leadership. Served as subject matter expert, offering guidance to the IT Governance workgroup and oversight coordinators to achieve alignment with IT Leadership’s vision for governance. Highlights:- Managed the Holy Spirit merger for the inpatient go-live, including collaboration with Holy Spirit executive Leadership during the transition process, back office integration, launch, and full system release. - Directed multiple project teams during the Holy Spirit merger comprised of operational and IT businesses resources at various levels across the organization such as: Epic, Infrastructure, Clinical Systems, Lab Teams, Radiology, Revenue Management, Patient Registration, and EMS.- Key player in establishing the Planview IT Standardization Committee; nominated as initial Chair. Served as member of the Planview, PPM application Steering Committee. - Acting in the role of Project Manager to implement enterprise Project and Portfolio Management (PPM) system within IT. PPM improved project delivery to meet customers’ needs while implementing products and services for use by Geisinger and provided data to IT and Executive leadership related to project performance.- Managed customer expectations across the health system for improved collaboration, understanding and business outcomes. Keen awareness towards producing the best possible outcomes for customers and staff.

Led a team of eight IT professionals, both staff and contractors, in support of enterprise systems and data (SQL and Oracle) across the health system. Oversaw department P&L, budget, staff performance management, recruiting, coaching and mentoring, and vendor/customer management. Highlights:- Introduced a process of real-time monitoring and notification for both SQL and Oracle platforms. Provided timely alerts to forecast storage needs before an issue arose. Facilitated accurate forecast budgeting for year-to-year data storage; significantly reducing unexpected storage costs. - Implemented a process to monitor and forecast data growth and storage needs. Decreased downtime of ERP system from 8 hours a day to 4 hours per month; going from a 67% availability of EPR system to a 99.4% availability.- Drove a process to reduce data loss from 24 hours to 15 minutes. Created high availability SQL environment to eliminate database downtimes; enabled real-time data backups vs cold backups; provided segregation of data; and allowed database maintenance on one environment without impacting other databases and system availability. - Provided leadership, operational direction, and oversight related to organizational needs, IT strategy, customer service, IT Governance, project management and business operations. Consistently achieved improved outcomes, quality, and system reliability. - Administered and negotiated vendor management related to contract negotiations, invoice reconciliation, application upgrades, software maintenance and license agreements comprising an annual maintenance cost of approximately $600,000 including Lawson (ERP System), API, Footprints, Microsoft SQL and Oracle licenses.

Challenged to establish and stand up new IT Solutions/Services business in partnerships with CIO over 24 months. Directly partnered with CIO and Senior Leadership Team to implement IT Governance across the health system including IT Steering Committee oversight. Created and implemented IT governance methodologies, project templates, and streamlined reporting processes significantly improving project quality and business outcomes. Highlights:- Spearheaded improvements in time reporting accuracy and IT resources management; clearly demonstrating where IT was spending time between operational support versus projects. - Administered vendor contracts for the development and delivery of customized Project Management training within IT and by demand across the health system. Provided standardized training across the system for project management methodology to improve project outcomes.

Managed a group of 18 contractors within Highmark’s Claims Services Division. Promoted to spearhead and lead a cross-functional team assigned to create, implement, and deploy an enterprise software solution around the Rational Unified Process (RUP) methodologies. Highlights:- Served as part of Highmark’s management team to develop a company first standard project management methodology within Highmark’s Project Management Office (PMO). Provided mentoring to Highmark’s Project Managers. - Effectively led all facets of project lifecycle development – from initial feasibility, analysis, and conceptual design through documentation, implementation, and user training/enhancement. - Managed claims processing software development projects related to resources, scope, schedule, and quality using proprietary software development methodologies. Claims Services Division comprised a staff of 360 located in Camp Hill and Pittsburgh.- Led an IT team to implement an interface with a fraud identification system; allowed Highmark to successful deny fraudulent claims.

Developed a business plan outlining break even analysis, funding sources, profit and loss forecast, capital spending plan, cash flow forecast and market analysis in addition to establishing a team of professional advisors.- Oversaw staffing related to hiring, payroll, development and everyday operational management.- Developed relationships and partnerships with various businesses (Hyatt Resort, Dorchester County Tourism, Dorchester Chamber of Commerce and local business owners).- Served as the chair of the Communications sub-committee under the Cambridge Main Street board.

Managed a portfolio of software development projects related to cost, scope, schedule and quality while managed cross-functional teams throughout the project lifecycle. Facilitated and managed project communications across project stakeholders. Established and maintained relationships with stakeholders around the world from diverse cultures- Developed a process to allow the Department of Navy (DON) to allow the posting of daily expenditures.- Enhanced the Navy’s Accounting System to allow for the accounting and reporting of military construction funding.- Converted business requirements into technical requirements to create new system functionality. Performed functional testing and provided user training related to new system functionality- Planned and performed in-depth audits related to compliance with policies and procedures.- Performed root cause analysis that identified and resolved production issues.