Provide oversight and leadership for Clinical Systems Analysts in support of Epic EHR systems, as well as technical support of all network, server, desktop and other enterprise systems at North Vista Hospital.

Reporting to the Vice President/CIO, increased responsibilities including oversight for $51 million operational budget, $23 million service center budget and $20 million capital asset budget. Work closely with hospital leadership to provide IT oversight and coordination for major capital construction projects; Chair of the IT Task Force Steering Committee to identify technical solutions and recommendations to UTMB Executive Oversight Committee for active construction projects. Other assignments included drafting the Information Services strategic plan for FY 2017 – 2019. Direct reports consisting of Business & Finance Manager, Program Manager, and matrix project managers and teams. Review and approve procedures, policies, and goals for staff, management, and department.Focus on enterprise Information Systems capital projects:- Information Systems capital project and budget oversight for major capital projects- Lead cross-functional teams of vendors, other IS divisions members, and contractors to achieve various project objectives as assigned by the CIO- Coordinate the planning and activation for the Information Services portion of the Jennie Sealy Hospital, Clinical Services Wing, and Victory Lakes Expansion projects- Utilize the IS Project Management Methodology to ensure a successful outcome on all projects.- Participate in planning and project management for other new facilities, clinic expansions, and renovations.

Promotion to director and a member of the senior leadership team for the St. Luke’s Episcopal Health System, participated in key strategic planning and operational decision processes, including transformation of multiple information technology services governance structures and IT disciplines into a single technology division. Provide oversight for technology implementations, hardware, and software initiatives, and strategic direction for use of technology. Direct senior managers and staff of 62, with an operations budget of $15 million; 2012 capital budget for St. Luke’s Information Technology Services: $28.2 million. The health system consisted of six hospitals, three community emergency centers and four outpatient facilities, and is directly aligned with Texas Heart Institute, Texas Children’s Hospital, MD Anderson Cancer Center and affiliated with Baylor College of Medicine.

Promotion to manager, reporting to CIO of the health system and responsible for management of four technical teams: four project managers and staff of 32. Oversight responsibility of over $10 million dollar expense budget and $2.5 million capital budget. Expanded responsibilities included UNIX and Microsoft server teams, desktop projects team, computer operations, software licensing, asset management, HIPAA technical security, CITRIX remote access systems, and enterprise anti-virus for all servers and workstations. Responsibility also included managing the Health System’s Microsoft Enterprise Agreements and all server and desktop software licensing and compliance. Managed and coordinated the Business Continuity and Disaster Recovery plans for St. Luke’s IT systems at all hospitals and corporate sites. Inclusive of annual drills and testing of the procedures using mock scenarios; also managed Technical Security Compliance team for the department.

Reporting to the Director of Information Management, responsibilities included management of server support team staff of eight and budget of $1.5 million. Software licensing compliance, hardware asset inventory, change management, capital project management and enterprise services such as email, directory services, file and printing services. Chairman of the St. Luke’s Desktop Standards Committee, authored numerous procedures for all areas of responsibility, including compliance procedures for the Healthcare Insurance Portability and Accountability Act (HIPAA), Sarbanes-Oxley Act (SOX), Payment Card Industry (PCI) data security, and all other Personally Identifiable Information (PII) data.

Promotion to manager, reported to the Director of Information Technology Systems with three team leads and staff of 36. Responsible for production server support, application support and desktop support for more than 70 major buildings, 2,500 students, 9,000 staff and 1,000 faculty members; established 24x7 support protocols for systems and hardware critical to patient care.