Advises and assists private and public-sector health plans with business development, program management, and continuous improvement initiatives. Leverages best practices in capture planning, project/program management (PMBOK), IT governance (COBIT/Val IT), and IT service management (ITIL), in conjunction with quality improvement methodologies (Lean/Six Sigma), to support business capture process, drive contract implementation, and optimize core and enabling services. * Facilitated consolidation of IT requirements, as well as the design and development of associated implementation plans, for thirty-five state-level Medicaid/Medicare RFP responses * Leads cross-functional, virtual teams in assessment of existing business capabilities against requirements; analysis of relevant strengths, weaknesses, opportunities, and threats; and identification, evaluation, and implementation of desired capabilities on-time, within scope, and within budget* Assists program leadership in establishing program direction; communicates program requirements and interdependencies; tracks and reports progress; identifies and mitigates risks, and resolves related conflicts and issues * Identifies stakeholders, clarifies their needs and expectations, and develops stakeholder engagement plans to inform and support them, align expectations, and improve overall acceptance of program objectives* Initiates, engages, and maintains stakeholder relationships to build and sustain support for programs and achieve desired benefits

Informed and advised IT Director and senior executives as to health of IT project portfolio in order to optimize strategic alignment and stakeholder value in performance of $450 million contract awarded by Arizona Department of Health Services to provide behavioral health services to Maricopa County’s severely mentally ill (SMI) population. Managed 35 IT professionals spanning four teams (Business Analysis, Application Development, Training, and IT Service Desk), integrating scope, schedule, cost, quality, human resource, communication, risk, and stakeholder management functions. Assisted senior leadership in selection, prioritization, charter, and continued performance assessment (Balanced Scorecard) of high-value projects. Advocated and facilitated deployment of Six Sigma methodology. Trained and coached team members in Six Sigma methodology and application of Six Sigma toolset, linking application and outcomes to performance assessments as appropriate.* Mitigated project portfolio risk through regular reviews of initiative pipeline, project reviews/audits, and introduction of iterative development methodologies incorporating business case and metric mapping templates, intermediate deliverables, and phased releases, effecting 25% increase in productivity* Deployed project management tools to track projects, assess earned value, and mitigate risks, resulting in 100% compliance with State’s deliverable schedule and three-year strategic work plan* Implemented online provider profile management system, effecting a 60% reduction in associated costs* Implemented Red Alert/Blue Alert System, reducing average cycle time for requests-for-need by 75% across 500 community partners* Implemented edits in electronic claims submission process, maintaining minimum 95% auto adjudication rate and lowest cost per claim among 23 service centers

Deployed within Solution Engineering segment of Technology Business Solutions Service Line. Collaborated on design, build, testing, and deployment of technology-based business solutions, integrating process, technology, and human performance components for the following:* Tycom: Collaborated with five other consultants on integration testing of twelve applications towards service fulfillment, delivery, assurance, and billing of client’s transatlantic fiber-optic network* UnitedHealthcare: Managed two analysts in development of database, macros, and reports necessary to automate federally-mandated working-aged survey; collaborated with vendors on implementation of centralized optical storage network, eliminating dependency on geographically dispersed paper storage facilities* Sprint Long Distance: Developed, maintained, and posted daily/weekly metric reports reflecting key performance indicators for ION, Sprint’s broadband offering* American Express: Partnered with client organization in business requirements gathering and signoff activities, utilizing structured interview and joint application development techniques* Verizon Wireless: Designed and implemented communication plans for problem tracking; coordinated integration and user acceptance testing

Directed seven FTEs in business, financial, marketing, and compliance functions supporting one primary and one satellite office. Recommended, developed, and implemented improvements based on best practices, reimbursement, and regulatory trends. Served as liaison between practice, hospitals, health plans, and regulatory bodies. Initiated and coordinated merger of medical proprietorship with Galichia Medical Group, P.A., a multi-specialty practice comprising 32 physicians.* Reduced average patient wait-time by 66% within first 45 days* Instituted internal audits and A/R policies and procedures resulting in identification and recovery of over $200,000 in lost charges within first 90 days* Increased private-pay portion of payer mix from 17 to 33%* Implemented Electronic Data Interchange, reducing average cost per claim by 62%* Developed and implemented patient communication, transition, and marketing plans to ensure practice retention and development throughout 1997 merger with Galicia Medical Group