Stephanie Seiler Email and Phone Number

Direct accountability for multi-year, highly cross-functional Program Management of Hyland’s transformation to the Cloud utilizing core generative AI offerings designed to allow organizations to transform the way they work.- Create a culture of accountability and achieve critical decision-making consensus on complicated topics- Demonstrate the ability to break down work in meaningful and achievable ways- Lead people by example with clear direction and achievable expectations- Manage Executive level stakeholders - Create program level KPIs, objectives and measures for success- then effectively manage measures to them- Demonstrate the ability to think critically and offer meaningful solutions to complex business problems- Guide large groups of cross-functional leaders through execution of long-term, intricate solutions- Manage oversight of budget, risk, and compliance requirements/standards- Accelerate time to completion at the team or work stream level by building trust, being organized, and providing support.

Operated as a trusted consultant in the verticals of Healthcare and Higher Education toward long-term strategy development and execution planning. - Provide directional oversight to market research, development of organizational growth plans and implementation of strategic plans- Ownership for cross-functional alignment and agreement to strategic vision and execution planning- Effective stakeholder management and relationship growth intended to influence and drive organizational action- Agile approach to skill building & mentoring accountable leaders to meet business needs- Accountable for consideration of compliance needs and high level processes to obtain certifications such as FedRAMp and SOC 2- Provide strong leadership in the way of change management and operational design recommendations

Reporting directly to the VP of Clinical Operations, led an operational team of ~200 in two sites consisting of Clinical Coordinators, Appeals Coordinators, Direct Member Reimbursement Coordinators, Pharmacists, Internal Quality Control and corresponding leadership team. - Provide direct oversight related to the review of coverage determination requests including, but not limited to, prior authorizations, quantity limit exception requests, step therapy exception requests, tier exception and maximum dollar overrides in accordance with Medicare, Medicaid and client guidelines. - Develop, execute and establish controls around strategic visions both at the departmental and enterprise levels. Including management of key stakeholders at all levels of the organization. - Establish, deploy and sustain cost effective standard practices and processes across the enterprise while maintaining quality standards and improving the member experience. - Implemented TPS style Visual Management as well as the introduction of lean tools such as Kaizen (improvement) events and Kamishibai task tracking. - Constructed and executed operational “basics” such as KPIs and corresponding executive scorecards, employee led skills development program with aligning bonus program as well as plan for employee career pathing. - Reduced Auto Forward per member ratio by 60% from the prior year in accordance with CMS guidelines. - Reduced operational touches by 30% without technology configuration. - Effective oversight of WFM (Workforce Management), forecast, budget and staffing models.- Ownership for SOP and P&P development and process for revision control.

Business/IT Alignment & Solution DeliveryBusiness Application Owner for seven applications. Developed and managed a 4 year strategic technology roadmap, partnering with business leaders and technology to align investments to achieve business goals.-Prioritize all enhancement requests for the Vendor Systems by determining which requests will deliver the most value.-Deliver 18-25 business driven changes per monthly release ensuring that the enhancements are delivered on time and meet the business needs.-Photo requirements that match client parameters and/or investor guidelines, which reduced the number of reopened work orders requesting vendors return to acquire additional photos.- Implemented automated pricing structure, eliminated inconsistencies that can be reported from the field.- Identify and develop controls to build into the system in order to reduce manual errors and allow for quick identification of risk characteristics.- Develop workflow systems to route work appropriately and efficiently, eliminating unnecessary duplicate touches. - Organization of a data warehouse that allows the business to react quickly in meeting our clients’ needs and query date in a more simplified, complete manner. Loss Reduction -Reduced the #1 loss driver for the FHA portfolio by 58% with the implementation of a mold policy. -Reduced the 2nd largest loss driver for the FHA portfolio by 40% with the implementation of a roof policy. -Reduced the 3rd largest loss driver for the FHA and Fannie Mae portfolio by 65% with implementation of the debris removal policy. Employee Development -Partner with HR to develop and facilitate of the 2016 & 2017 MIT program -Formal mentoring of the Emerging Leaders Program

Lead projects that focused on operational efficiencies and leveraged to step in and resolve under performance issues in other departments. Main contributions include: -Reduced organizational fails of the QC staff by 70% by implementing straight forward policies, developing user friendly software to track quality and production, and extensively coaching staff. -Reduced the backlog inventory of the Operations staff by 62% by implementing a tiered approach to the work load allowing staff to focus on an aligned subset of work letting them complete transactions and transition to the next more quickly. -Performed at Service Level of 95% in the Customer Service department for the first time in over a year by implementing the Erlang Model which allows for statistical calculations associated with telecommunications systems and call centers.