AI, Generative AI, CloudTechnology and Transformation, Healthcare systems Integration Business Transformation, Information and Internet

Leveraging Machine Learning (ML), Cloud Adoption and Enterprise Architecture Techniques to Drive Business Growth and Transformation.

Providing "Business First Leadership" in the health care technology domain. Nexus Point Systems Integration solutions improve connectivity to empower Hospitals, Insurance & Claims Adjudicators, Health Care Management Services, Providers, and others to gain more fine grained control of information flow. For example, our solution, "ConnectMate Engine" integrates hospital management systems to nurses stations, modalities, bedside monitors and more. It also integrates clearing house systems to current and legacy claims systems, all at a lower cost and shorter time to value. ConnectMate supports integration using HL7, X12, NCPDP, XML, Flat File, FHIR, CDA, CSV and more, right out of the box. Our clients and client's other vendors have referred to ConnectMate Engine as a health care messaging "Swiss Army Knife" Read our "Swiss Army Knife Blog".

BUSINESS FOCUSED ENTERPRISE ARCHITECTURE LEADERSHIP

Leadership and guidance in the delivery of solutions and services for nexTier Clients. Recent Projects:Health Care integration consulting services in support of a client that is a manufacturer of integration software used primarily in hospital interface development and Rx claims administration environments. Development and delivery of a Sports Recruiting solution to the Windows Azure Cloud Platform including Azure Media and Storage capabilities.Re-engineering and modernization of C++ / C# based desktop application to include new responsive web tier (AngularJS) and Web API (.Net Core). Re-engineering Learning Management desktop application based on Delphi / Object Pascal language.Planning and design services for a client of a new social media solution.

Responsible for the Process Service practice and delivery of the Business Process Management capability and solutions.Responsible for the Enterprise Integration practice specific to ESB and SOA services, and solution delivery.

-Dotted line to Meritain Health's CIO. Responsible to develop the architecture practice and level of maturity-Operated as Architecture Advisor and member of the Senior Leadership Team of a corporate subsidiary. I am tasked with advancing the state of the company’s architecture maturity. Thus far, through collaboration with the PMO organization I have successfully incorporated architecture engagement into the evolving Software Delivery Lifecycle (SDLC), strongly influenced the transformation of Demand Management and Work intake processes, and have guided architectural projects such as the introduction of ESB technology (IBM IIB) and related service integration methods. I have also guided architecture approvals of several technology platform acquisitions.

My team was responsible for architecture and governance of the company’s flagship claims adjudication and billing engine before the recent acquisition. I was selected for this position and given two key goals. The first goal was to develop a plan for, and begin to grow an effective Solution Architecture practice with the then fledgling team. The second was to drive the new practice to deliver architecturally significant enhancements that would aid in reducing development life-cycle costs, maintenance costs, and to bring increased delivery agility. We were very successful.Achieving these goals required growing the team in size and in process maturity in order to meet increasing demand. We created and deployed a repeatable, TOGAF inspired Solution Architecture Assessment framework that was designed to forecast architecture need as early as the discovery phase of a project. Through elaborative work, the process informed project estimation cycles, Planning and Analysis phase decisions, early Functional Design, and the overall solution architecture. As direct result of the framework that we put into place, I was able to onboard new architects more quickly, utilizing a repeatable architecture process. This allowed new architects to work more independently in less time. Another key result was that all architects were engaged much earlier in the project life-cycle and were able to give more mature and consistent guidance to all project disciplines.In this capacity, I managed a high of 21 direct reports and an average of 13. I trained and mentored new architects in several architecture disciplines. I was also asked to mentor peer managers in nuances of personnel management.

My team was responsible for architecture and governance of the company’s flagship claims adjudication and billing engine before the recent acquisition. I was selected for this position and given two key goals. The first goal was to develop a plan for, and begin to grow an effective Solution Architecture practice with the then fledgling team. The second was to drive the new practice to deliver architecturally significant enhancements that would aid in reducing development life-cycle costs, maintenance costs, and to bring increased delivery agility. We were very successful.Achieving these goals required growing the team in size and in process maturity in order to meet increasing demand. We created and deployed a repeatable, TOGAF inspired Solution Architecture Assessment framework that was designed to forecast architecture need as early as the discovery phase of a project. Through elaborative work, the process informed project estimation cycles, Planning and Analysis phase decisions, early Functional Design, and the overall solution architecture. As direct result of the framework that we put into place, I was able to onboard new architects more quickly, utilizing a repeatable architecture process. This allowed new architects to work more independently in less time. Another key result was that all architects were engaged much earlier in the project life-cycle and were able to give more mature and consistent guidance to all project disciplines.In this capacity, I managed a high of 21 direct reports and an average of 13. I trained and mentored new architects in several architecture disciplines. I was also asked to mentor peer managers in nuances of personnel management.

Creating, evaluation, recommending enterprise solution architectures and technologies.Providing strategic and tactical direction to facilitate emergence of Service Oriented Architecture in the delivery of business drivers.Working to drive technology convergence to increase efficiency in solution production, deliver and maintenance.Managing technical component of proposal development.

Manage the development and maintenance of a Clinical Analysis and Reporting platform.

Led JNB Software Engineering Inc. (JNBSEI), a company founded on delivering innovative solutions based on sound software engineering practices. JNBSEI provided staff augmentation and professional software engineering services to federal government contractors like CSC, American Business Systems, Sykorski, Metro Information Services and Prosoft for organizations that included Newport News Shipbuilding and Dry Dock Company, United States Army, BRAC, Defense Logistics Agency, etc.