Facilitator: Managing third party applications testing (IFT, IWT, MRT, PRCT) for Epic EMR implementation across two hospitals within Christus Health.

Responsible for horizontal enterprise deployment and the Epic integration of API Shift Select scheduling software across the nursing functions within Inpatient and Ambulatory; in addition to Radiology, Pharmacy and Laboratory functional areas. Additional projects included the 2008 server upgrade across the entire hospital system, responsible for documenting process to disposition servers (Decommission, Upgrade, “Archive” Data Conversion), content and the decommissioning process for 362 servers. Developed business processes, metrics and reporting to CIO monthly on progress.

Advisory consulting team reporting directly to the CRO, we provided support to Senior Leadership across the revenue operations for there Cerner to Meditech EHR implementation. Performing readiness assessments at 60 day prior and through to the Go-Live event. These assessments included revenue application build progress, revenue operations policies and workflows, interface readiness and training. Identifying roadblocks and gaps in organizational structure and follow up through completion for all gaps.

Orlando Health Hospital System, Orlando FLLeading 3 large Enterprise projects valued at $3.5 million, responsible for planning the projects after funding using SDLC method, created project documentation, (Charter, Design solution, Test, Training and implementation). Lead the user process review and workflow documentation sessions using Visio software, supported 3rd party vendor contracting process, supported legacy system Data Conversion, supported detailed work plan for software configuration and setup Agile sprint schedule for software configuration using MS Project and MS Teams software to manage the project.SCC Softbank Implementation: In preparation for the Epic EHR system, Softbank blood bank system needed to be installed and configured to support Epic testing schedule.Data Innovation device manager: In addition to Softbank, the laboratory system Analyzer software was replaced to interface with Epic.Cerner Millennium Upgrade: The existing EHR system needed to be upgraded to improve performance for bridging the Epic installation timeframe.

Project Synergy, Scalable Operations Modeling through data led decisionsIntroduce Multi Skilling- A proportion of workforce trained on more than one department drives commercial RPC & improved guest satisfaction Drive employee satisfaction.Work Scheduling- More stable workforce, introduce a proportion of permanent variable contract types, new digital tools for communicating.Central Planning & Insight Team- Manages all rostering responsibilities, “command center room”, Sets framework for unit opening and closing times.365 Operation- Maximize the days Parks and Water Parks are open, increased profitability, more opportunities to put smiles of kids’ faces, more staff opportunities.

Implementation of Epic’s Anesthesia module streamlining anesthesiologist workflows for efficiency and patient safety. The system provides efficient charting tools, and is optimized for touch-screen monitors using big buttons for quick data entry. It allows anesthesia staff to document pre-surgery assessment, pre-op, intra-op, and post-op information quickly.Clinical Engagement - Responsible governance approval with the business group and securing resources across regional operations area. Clinical Staff Engagement and progress communications. Infrastructure - Facility & Infrastructure work order modifications, define scope, manage vendors.Device Integration - Responsible for planning Environment deployment strategy, Epic development and access management, Testing, Training, deployment, Command Center setup & management. Software Development - Utilized SDLC method for planning and execution of software development of workflows, charting, billing functions.

Product Improvement – End to End process development for the network augmentation process with an emphasis on the customer experience and “how can we reduce their inconvenience for our internal equipment change out program?” Leading the lean six sigma culture development at XO by training and educating the executive leadership on “value add”. Hands on Greenbelt tutoring working with the process improvement team at XO Communicates before the Verizon integration. Proposal development for internal LSS projects at Verizon’s Carrier Management Group working on expense reductions across the local exchange carrier service contracts.

Product Improvement – Responsible for mapping business process to software functions, developing user control logic, defining system validation logic, defined system upper and lower control limits. Performing functional gap analysis for new Accounts Payable features and functions, reviewing legal documentation requirements for “AP” function.

EPMO Project Manager – Health CareConifer Revenue Solutions:Implementation manager for nationwide strategic partnering agreement between Catholic Health Initiatives and Conifer Revenue Solution, replacing mutliple HB & PB functions with a single source. Vendor liaison between Epic EHR and Conifer ACE, responsible for governance compliance, work and budget performance.Epic:Developing a repeatable implementation process to support the enterprise wide deployment for CHI.Worked with Epic vendor and CHI team to define key dependencies, sun setting legacy applications, big bang or cascade system implementation, User adoption KPI's, IT infrastructure availability.Cerner & McKesson/Star: Created market based cross dependency work plan with one week lag critical path reporting for the Cerner Des Moines implementation at CHI. Provided vendor support to the Deloitte McKesson project management team with gap analysis, collision avoidance, communications between McKesson project team to CHI revenue cycle team to the 3M ARMs work plan for workflow and data mapping tasks.

United Launch Alliance commercial human spaceflight development program business planning, Process Improvement and Variance control. Providing detailed business analysis for ULA with their IR&D efforts to mature the Atlas-V 400 series launch vehicle to support human crew capability. Supporting the NASA proposal process for FY 2011 and 2012.

Consultant– Consultant to the PASS 850th ELSG @ Peterson AFB and Support Project Lead for the joint mission system JSpoc software upgrade release 1-5 government acquisitions process. Contributing to policy, process and requirements development for the government integration role for a large scale software implementation.

Senior Business Development Analyst–,• Defined outstanding contract deliverables, verified EAC, assisted new finance cost analyst in catch up billing and closing out, developed CMMI level-3 control processes for the program. Supported Lean Six Sigma and Variance control process implementation for business unit. • Proposal manager for T&M contract type sustainment effort, including a contractor based depot support facility. Business case analysis, Request for Quote (RFQ) requirements and customer Statement of Work (SOW) breakdown, define proposal approach based on customer funding limits and immediate need.Program Manager – • ITT transferred the Systems division-CIS business unit as part of a companywide restructure due to a large acquisition into new markets, the existing PMO remained with Systems division and I assumed role as program manager for the newly formed SATCOM division. • Maintained on time delivery for remaining earth terminal deliveries, including the site construction, installation, test and customer sell-off. I worked with the customer to develop a sustainment phase transition plan that included additional engineering support tasks and contract growth for ITT. Project Manager – • Develop a control process for engineering work that was CMMI level-3 compliance. Utilized the NIMBA Business Value Model (Voice of the Customer), based on business case analysis I developed a detailed proposal outline of the management section of the TSST proposal (Tri-band mounted terminal on a HumVee). Contributed to the interpretation of RFP, IFB, RFQ, submits to Proposal Manager. • Managed the implementation of the JAMIS cost accounting system at CIS and Earned Value Management System (EVMS), the program cost and schedule performance analysis system.• Team lead for the implementation of the Sarbanes-Oxley Act sections 302 and 404. • Managed the implementation for the OMS-MRP system software