Managing projects for healthcare terminology services

Consulting with companies in the HealthCare and BioTech industries to start up their Cloud environments and IT in general. The work ranges from IT strategy, to full scale (startup) IT implementations covering back-office/telecom/office buildout, to guiding AWS migrations from legacy data centers. Primary focus is on optimizing a move to AWS and achieving the best possible cost savings for our customers as they go on their cloud journey.

I've spent my time at ECMC leading the company's architecture efforts and managing the integration and partner connectivity team. My primary role, as the head of architecture, breaks down into two key areas: planning our technology for future business needs, and providing the technical oversight on multi-year projects such as our ERP implementation. The planning involves working closely with the business units to understand how they see their business evolving in the coming years, and mapping our technology needs and IT spend to meet those needs. This work is primarily facilitation and asking the right questions, it often reminds me of the Socratic method. Putting the ideas into presentations is also critical, architecture is useless if you cannot communicate it clearly to multiple audiences.My team is also responsible for providing technical leadership on our largest projects. Typically these projects involve many different teams working on related efforts, our role is to coordinate the design work between all teams and ensure the end result is coherent, correct for the company needs, and is clearly communicated and executed. We are the owners of the design, not merely participants.Finally, I built the integration and partner connectivity team for CCi. I spent four years putting together and training a team that has implemented a world class integration architecture and enabled radical leaps in our ability to predict student behavior and respond to changes in our operations. Managing this team involved everything that you would expect: resource planning, budgeting, training, and casting a proper leadership shadow.Some examples of work done:- Core member of the technical management team for our 3 year ERP implementation, for which we won the 2008 CIO 100 award.- Architect for the project that re-engineered our financial aid processes, drastically reducing our bad debt and time to process the aid

Stood up the EA program along with the other lead architect at the time. Provided technical leadership on development and infrastructure efforts for the worldwide website and integration (EAI) teams. This included primary design, oversight of day to day tasks for the teams, and quite a bit of programming. Some examples of work done are:- Architecture reviews across corporate IT- Architecture and design documentation for WW IT- Mainframe integration with warehouse and web systems- IT representative on software/vendor selection for warehousing systems- Determined the infrastructure needed to support both web and integration systems- Designed and implemented the core event driven architecture using Tibco- Developed and owned the software configuration methodology

I spent 5 years in the field as a project-based consultant, working in the positions of developer, technical lead, and occasionally project manager. We focused solely on system development and data warehousing, and provided the entire team necessary to carry out the work (no subcontracting). Key clients of mine were Barnes & Noble, Ingram Micro, Kinkos, and Paramount Digital Entertainment.