Health IT consultancy with a focus on the business models and new entrants transforming healthcare: Interim & Fractional Leadership, Startup Architecture & Roadmap, Scaling IT & Operations, Technology Due Diligence, New Entrant Research, System & Vendor Selection and Strategic Partnerships.Advisory roles for enterprise and growth-stage healthcare firms have included: : Interim & Fractional CTO; Cloud strategy & migration; Engineering team scale and process maturation; SW quality improvement; Compliance/HITRUST/HIPAA readiness assessment & program management; Board-directed company wind-down; Omni-channel service strategies; Technical due diligence; Enterprise strategic planning; Partner engagement and large program oversight; Newco product launches including technology strategy, architecture, and planning.Healthcare clients and employer's span: HC Payers; HC Providers; Cloud Compliance SaaS; Patient Logistics SaaS; Telehealth SaaS; Home Health; Clinical Research Platform; Mail-Order Pharmacy; Life Science Compliance.

Scope: engineering, software quality control, cloud operations, program management, corporate IT, technical support and client-facing support. Advised the organization on several strategic technology initiatives: Assisted with the redesign of the firms SDLC to accelerate release cycles, improve software quality and facilitate improved product & engineering collaboration. Led the requirements, vendor selection and program planning efforts for a redesign of the firm’s mobile apps, which are the primary consumer data collection interface.

Leveraged my passions for healthcare + technology, paired with a deep understanding of sector ecosystems to become a trusted advisor to AWS HC clients. Collaborated with some of the industry’s most innovative HC Payers at a senior level to deepen AWS relationships, think strategically about business, product, and technical challenges and drive payer and healthcare GTM strategy to accelerate the industry’s transformation.

Scope: engineering, product, client success and infrastructure domains. Wins included delivery of new core product releases and significant product updates after a 2-year hiatus, caused by a lack of confidence in delivery and quality missteps; Process and infrastructure improvements necessary to mature the engineering organization and remediate client service failures. Led the vision/execution of a new ‘command center’ product for the firm which brought together high-value logistics analytics and partner integrations, to meet a new market demand.

Scope: engineering, product, PMO, account management and client implementation. Played a transformative role for the organization during a period of rapid growth. Wins included build-out of a strong PMO and playbook for client implementations; a formal client support model; product planning & release maturity and a strategic platform expansion into phone, video and service extension offerings. Doubled the team while enhancing esprit de corps; identified, promoted and mentored key internal leaders and fostered an agile environment of continual learning and mutual respect.

Recruited by client to provide technology leadership while analyzing business opportunities for this spin-off of Ascension, a large non-profit health system. The vision for the Ascension SmartHealth product was to re-imagine healthcare around the individual by developing innovative, competitive health benefits products for the consumer, and by providing solutions to physician practices that enable them to achieve better outcomes, experiences, and lower costs.Specific accountabilities included organizational leadership, information technology strategy and execution, service delivery, technology portfolio management and M&A assessment. With changes in the healthcare landscape, the organization decided not to move forward with its external expansion plans in mid-2013.

Scope: delivery of all technology functions for the enterprise including IT strategy, infrastructure, operations, communication services, software development, business intelligence, PMO, security, internal/external portals and business continuity. Management included 100+ enterprise systems, 200 internal staff, 100+ vendor agreements and an annual budget of $150M.Wins included build-out of a new IT department and technology infrastructure from the ground-up to support a $2B spin-out during the organization’s separation from its former parent, including leadership staff, data center, data warehouse, network and communications infrastructure, critical business systems, customer support services, web portals, information security and disaster recovery capabilities.