Todd Hoffman Email and Phone Number

Human Health ITCommercial Strategy & Access

I provide strategic leadership and oversight for multiple projects within Trinity's TogetherCare (Epic) Program, which is now the largest single instance of Epic in the world. One of my main areas of focus is providing tactical direction and administration for the Cutover workstream, including the Integrated Cutover Plan (ICP). The ICP consists of thousands of individual tasks across all Epic application teams and third-party vendors that must be executed in sequence to ensure a successful technical implementation. I also coordinate Cutover Dry Run events, in which all integrated teams work in concert to practice the cutover steps necesarry for system activation. I am currently serving as Program Manager for Trinity Heath's implementation of Epic's Payer Platform offering. Payer Platform connects insurance payers to health systems to facilitate the exchange of During system activation events, I serve as a Central Command Center Captain with executive oversight of critical data flowing in from satellite command centers located at local health ministry facilities. This role includes overall accountability for issue tracking and escalation, change management, communication, and much more.

I served as a trusted business partner and liaison between hospital administrators and technology teams. I provided advisory services for system selections and implementations and overall account management. With technology service line responsibility for Radiology, Pharmacy, Finance, Hospital Medicine, Risk Management, and others, I managed highly matrixed teams of resources from across Ascension. I planned and managed multiple projects including new system implementations, system upgrades and internal multi-market initiatives across the Florida/Gulf Coast market. Working closely with CEOs, CFOs and CMOs, I led teams to provide hardware/software, resource, and cost estimates for complex and large scale programs/projects, including the design and planning of digital technology for new hospital sites. I served as an Ascension Technologies Mission Champion and served on a local hospital's Administrative, Missions and Ethics Councils.

I was recruited for this position to design and build the financial and administrative foundation for this fastener company ($16 million annual sales) to grow quickly and profitably. In this role, my oversight included all teams and programs that were not sales, warehousing and manufacturing-related. I directly managed the company's relationship with attorneys, CPAs, financial advisors, employee benefit providers, technology vendors, and contracted services providers. Due to organic growth and acquisitions, the company was a $42 million company when I left.Another important part of my role here was to manage the sale of the company from its founders to an employee ownership trust. Working with attorneys, financial advisors and commercial bankers, I facilitated exit strategies for the owners and the creation of an Employee Stock Ownership Plan (ESOP), through which all active, full-time employees became beneficiary-owners of the company. To this day the company operates under this ownership structure and the plan has benefited hundreds of employees and their families.

In this role, I served multiple clients in various leadership roles including system selections, workflow design and documentation, system functional and integrated testing, system integration architecture, and third-party service provider managment. While in this position, clients would hire me to consult for them as an introduction to CTG before committing to fill multiple roles with other consultants from the firm. I am proud to say that every client I served went on to hire additional CTG consultants.In the last two years of my service with this consultancy, I was asked to lead an internal training program aimed at providing a three-week classroom style instructor-led program to teach incoming consultants how to provide consulting services the "CTG Way". I hand-picked a team of 5 to plan, design, and write the curriculum for the program. This process was completed ahead of schedule and under-budget. I led the first several programs then transitioned the classroom training to another principal consultant.

I provided consulting services to large health systems implementing a specific electronic health record system. I provided management consulting, project management and at-the-elbow physician training services. I successfully trained over 100 physicians - many who had never used an electronic health record system previously.

As the Cash Management Supervisor I managed a team of 10 associates who received all cash, checks and credit card payments from patients as well as setting up payment plans for private-pay or uninsured patients. The Cash Management Department was also responsible for the posting payments to the hospital's accounts receivable information system, reconciling payments from insurance payers.