- Led the deliverables and expectations of Electronic Health Record (EHR), Enterprise Resource Planning (ERP), and Human Capital Management (HCM) engagements ensuring delivery on the statement of work, budget, schedule, and engagement goals- Served as the primary escalation point for the client and consultant(s)- Developed and implemented 18-month strategic plan to grow the Training & Readiness Practice- Developed Training & Readiness Support Managed Service offering.- Developed standard methodology and documentation for use in training and activation projects, including project plans, instructor guide templates, evaluation/assessments, playbooks, etc.- Identified business development opportunities and collaborated with the Account Manager and Client Executive on sales presentation development and delivery as well as defining the statements of work.- Recruited candidates and evaluated candidates’ technical and consulting abilities through various mechanisms including interviews, resumes and references.- Provided clients counsel and recommendations throughout the entire process on candidate assessment and selection, offer recommendations, and other guidance as necessary.- Partnered with clients in a billable capacity for targeted change management, training, and readiness projects of strategic importance.

- Worked with one of the nation's largest PACE organizations by providing executive oversight to the project team charged with training clinical and non-clinical staff on the policies and procedures for completing Care Plans utilizing multiple EHRs - PrimeSuite, Mediture, and Epic.- Acted as an advisor to the organization's leadership team focused on training and change management as they looked to optimize their new hire training (clinical and non-clinical) and begin the implementation of Epic at their care centers nation-wide.

- Developed Training Scope and Strategy for affiliate Community Connect implementation for hospital and ambulatory clinics, including Epic and third-party clinical software applications, using a virtual training delivery model.- Developed training workplan/deliverable timeline to reflect replanned go-live date and budget.- Worked with Community Connect host site to identify and develop processes for training environment and learning home dashboard maintenance.- Led affiliate Principal Trainer Team in conducting role analysis and completion of Training Calculator.- Worked with affiliate site Organizational Development to utilize existing learning management system eLearning deployment, course registration/attendance, and end user proficiency assessment (EUPA) delivery.- Implemented processes for tracking curriculum development, questions/issues/concerns, and status reporting.

- Two phase Epic and third-party clinical software implementation at acquired Medical Center, rural hospital, Ambulatory Medical Group, Home Health & Hospice, Central Billing Office, and hospital-based ancillary sites in greater Bloomington/Normal, IL area, with over 2700 employees and third-party staff, including over 600 employed and community providers.- 4-month project timeline (kick-off to end of go-live support) for Ambulatory Medical Group, Home Health & Hospice, and ambulatory back-office with implementation on same day as acquisition closing date.- Conducted discovery/gap analysis of existing Carle Health System Epic and third-party training materials, system environment, and staffing to determine deltas between existing Carle build and workflows and those of acquired sites.- Developed training plans covering proposed training content, logistics, and staffing required to deliver a quality program for Ambulatory go-live and Acute Care go-live.- Recruited and led team of Principal Trainers in developing a comprehensive training program and training environment build for 11 Epic applications and multiple third-party applications- Managed the delivery schedule and logistics of due to COVID-19 travel and group gathering restrictions, including 241 virtual/remote training sessions (including Provider Personalization Labs) for Ambulatory go-live and 654 virtual/remote training sessions (including Provider Personalization Labs) for Acute Care go-live.- Directed education session for existing training (clinical and revenue cycle) and DBA staff on the use of Epic Training Tools for training user/patient build, master training environment initial build, and training environment maintenance.- Worked closely with Implementation Support Project Manager to develop at-the-elbow support model utilizing as few on-site resources as possible due to COVID-19 restrictions and a tiered virtual support system for both project phases.

• Epic and third-party clinical software implementation at Carle Richland Memorial Hospital and affiliated clinics in greater Olney, IL. area, with over 645 providers and staff providing inpatient, emergency, home health & hospice, and multiple outpatient specialty services.• Conducted discovery/gap analysis of existing Carle Health System Epic materials, system environment, and staffing related to the organization’s ability to implement and support an Inpatient and Ambulatory big bang implementation of a newly integrated hospital system consisting of a 118 bed Acute Care hospital and 6 Ambulatory multi-specialty locations.• Developed training plan covering proposed training content, logistics, and staffing required to deliver a quality program on abbreviated timeline.• Recruited and led team of Principal Trainers in developing a comprehensive training program and training environment build.• Managed the delivery schedule and logistics of 315 training sessions (including Provider Personalization Labs), covering 18 Epic applications and third-party applications, supported by 10 consultant Principal Trainers and 7 client Credentialed Trainers.

• Brought on to Epic Community Connect project three months after training plan was originally due and delivered first class on schedule (6 weeks after onboarding), allowing the project to meet milestones such as Appointment Conversion, Treatment Plan Conversion, and scheduled Go-Live date.• Conducted discovery/gap analysis of existing Carle Foundation Hospital Epic materials, system environment, and staffing related to the organization’s ability to implement and support a Community Connect training program.• Developed a Training Plan (including training design, budget, resources, and training environment strategy) for Carle to implement a Community Connect training program for a local Ambulatory affiliate providing Primary Care, Convenient Care, and 28 Specialty services.• Managed the delivery schedule and logistics of 203 training sessions (including Provider Personalization Labs), covering 11 Epic applications and third-party applications.• Redesigned training environment build of Host site, introducing the Epic Scotty application and Mitosis process, replacing outdated processes for patient build and training environment refresh.• Onboarded Principal Trainer and Credentialed Trainer resources to support Community Connect training program.• Managed the relationship with Ambulatory affiliate site in all matters related to Epic implementation training.

https://spcs.richmond.edu/professional-education/areas/emarketing/customer-experience/index.htmlhttps://www.cxrichmond.com/tom-slowe.html

- Worked with LCMC Health leadership teams at Children's Hospital of New Orleans, West Jefferson Medical Center, New Orleans East Hospital, Touro Infirmary, and University Medical Center of New Orleans to ensure they had the required information, systems and structure to provide the maximum staff and provider engagement and adoption opportunities with the Empire project.- Partnered with the Empire Implementation Team to serve as organizational change agent for implementing facilities, and provide logistical administration to foster engagement and actively promote the transition of ownership from the Empire team to the facility operations throughout the phases of project implementation.- Facilitated engagement and adoption opportunities & workshops outlined in the Readiness & Organizational Development Program Playbook, including Readiness Model into Operational Execution, Site Logistics & Feedback Loop, Leadership/Facility Readiness Workshops, Departmental Readiness Roadmaps, Workflow Analysis and Adoption, and Change and Communications Facilitation.- Led the on-site Windancer team in completion of agreed upon assignments. - Managed the relationship with LCMC Health and partner healthcare facility Executive Leadership Teams to ensure that the Windancer team is meeting desired objectives and to develop additional partnership opportunities.- Helped stand-up clinical informatics at Children's Hospital of New Orleans, LA.

-Responsible for:+ Development of Provider Specialty curricula including classroom courses, Quick Start Guides/Tip Sheets and Personalization Labs.+ Build and maintenance of Epic Master Training Environment (MST) for Provider curriculum.+ Credentialing of health system Specialist Training Specialist (STS) trainer and Credentialed Trainers (CT) for Ambulatory and Acute implementations. + Preparation of Super Users for assigned applications.+ Third-party vendor identification to ensure completion of all required organization and Epic non-disclosure agreements and training assignment completion to iCare/Epic security access.+ Development and implementation of process for material print and delivery for Ambulatory and Acute classroom training, working with identified print vendor.+ Development, implementation and management of change control process for training assignments (approval/denial) and downstream updates to NetLearning LMS and Epic security template assignment.- Provided Ambulatory implementation command center support for Provider help line, working closely with CMIO and ACMIO to address Provider concerns and to recommend workflow/build solutions.- Assisted with Acute and Ambulatory Super User Program Coordination, including maintenance of the support calculator and communication with Training Readiness Liaisons (TRLs) across the system.- Revised process for updating of Lawson User Security and Training Lawson Crosswalk to create a standard facility/department/job role/training information (including region, training track and training times) correlation so that focus can be spent on managing exceptions rather than individual assignments. Eliminated hours of manual data entry being completed across implementation team while also creating data integrity. - Nominated for Riverside's "Champions of Caring" Award.

- Developed and implemented training plan in support of transition from implementation to sustainment phase of training design, development and delivery supporting acute care facilities, ambulatory medical centers and practices (both health system owned and independent/affiliated).- Provided day-to-day training team management and oversaw all training program logistics needs including registration administration, training space management, materials printing, device deployment and communications. - Evaluated existing strategies and processes, implementing:+ Instructional design strategy and process aligned with organization’s information systems change management process.+ Curriculum definition and alignment to facility and department job roles.+ Administrative processes to centrally manage student identification, curriculum assignments and training schedules for existing Acute Care and Ambulatory sites.+ A refresh of the Epic Master and ACE Training Environments to correct functional and content deficiencies.

- Developed and implemented training project plan in support of Portfolio (Epic EMR and Cerner Bridge) Phase III implementation for the University of Maryland Medical Center (Academic), University of Maryland – Midtown Campus, University of Maryland Rehabilitation and Orthopedic Institute, Faculty Physicians, Inc. (Ambulatory) practices and University of Maryland Community Medical Group (Ambulatory) practices. - Developed training strategy to support on-going Portfolio Training for Physicians, Clinicians, Non-Clinical Staff, Contractors/Vendors, and Students at existing implemented acute care sites (University of Maryland Baltimore Washington Medical Center and University of Maryland St. Joseph Medical Center) and Ambulatory sites.- Provided day-to-day training team management and oversaw all training program logistics needs including registration administration, identification and build out of training space, materials printing, device deployment and communications.- Managed vendor relationship with Epic Systems and The Breakaway Group, an outsource provider of Learning Management System and Instructional Design.- Implemented: + Instructional design strategy and process which led to a 50% decrease in development time for upcoming implementation training.+ Administrative processes to centrally manage student identification, curriculum assignments and training schedules for existing Acute Care sites and which can be expanded to include Ambulatory sites.+ A redesign of the Epic Master and ACE Training Environments leading to an overnight refresh cycle reduction from 6 hours to 1 Hour and allowing for multiple location training across all applications to take place within facility assigned environments.

- Responsible for the creation and management of a centralized training department for the Bon Secours Virginia market delivering Epic EMR training for Physicians, Mid-Level Providers, Clinicians, Non-Clinical Staff, Contractors/Vendors, Students and Volunteers of 8 acute care facilities and their outpatient departments, three Ambulatory Care Centers, two free-standing Emergency Departments, Urgent Care Centers, Ambulatory Non-Clinical Staff, Hospice/Home Health Care and Shared Services, including Patient Access, Central Billing Office, Lab Services, Coding and Pastoral Care Services.- Managed three training facilities, consisting of 21 classrooms/meeting rooms and office space with over 24,000 S.F., utilized for Epic Training, New Employee Orientation and Professional Development opportunities.- Introduced processes for identification and implementation of Epic Security access and training for new job roles, changing functionality needs for existing job roles, new departments/business units, vendors/contractors and students across the market.- Developed and implemented communication plan for Epic system changes/enhancements/information for the Virginia market.- Designed, developed and delivered Epic training for the following modules ASAP, EpicCare Ambulatory, EpicCare Inpatient, OpTime/Anesthesia, Orders, ADT, Cadence, Resolute, Hospital Billing.- Led redevelopment process of Acute Care Provider, Clinician and non-Clinical Staff curriculum to decrease number of courses and content hours and to provide a consistent experience for users across the Virginia market.- Implemented continuing education webinars, mini-sessions and department-specific presentations for Clinicians and non-clinical staff focused on best practices for using the Epic EMR and addressing difficult workflows/functionality.

- Led training team in the design, development and delivery of courses and performance support materials for the Epic Electronic Medical Record (EMR) system, including the following modules: ADT-Prelude, ASAP, Cadence, EpicCare Inpatient, EpicCare Ambulatory, MyChart, Resolute and Tapestry.- Participated in the Inpatient and Ambulatory Optimization Work Teams, consisting of a cross-section of Physicians, Clinicians and support staff. These teams recommend post-Go Live changes to the EMR which streamline workflows and optimize the system for efficiency based on the various needs of the Providers and departments.- Directed communications from the Information Technology Team to internal and external users of the EMR on changes to the system, including how these changes benefit the user and instructions on how to utilize these changes to optimize department workflows.- Worked closely with Physician, Clinician and Administration leadership on the development and delivery of instructor-led courses, eLearning and performance support materials for new hires and experienced staff members that directly relate to the day-to-day work completed by the target audience groups, allowing them to become productive immediately.

- Led planning discussions and development of Learning Strategy, Communication and Implementation Plans with Physicians, Clinicians and business partners for system-wide implementation of Physician Documentation and Computer Provider Order Entry (CPOE).- Developed and delivered courses and performance support materials for the Epic Electronic Medical Record (EMR) system, including the following modules: ADT-Prelude, ASAP, Cadence, EpicCare Inpatient, EpicCare Ambulatory, MyChart and Tapestry.- Redeveloped existing instructor-led and eLearning courses so that each supported the overall goals of the organization, were efficient in delivering content and had clearly defined learning objectives and measurement criteria.- Introduced Instructional Systems Design (ISD) process to the organization, including the development of new templates and communication tools.

As a member of the Shared Services Learning & Development (SS L&D) team, responsible for consulting with the Fidelity Supply Management (FSM) business line and Fidelity Technology Group’s Information Security & Risk (IS&R) division to define and resolve workplace performance challenges and opportunities through identification of training and non-training solutions. Led business planning discussions and development of Learning Strategy & Implementation Plans with senior business partners and Management Effectiveness Directors to identify and prioritize strategic learning and development initiatives in alignment with business goals/scorecards. Actively managed the portfolio of work for assigned business partners by identifying new projects, leading the feasibility and analysis phases of the end-to-end process, working to ensure learning solution projects are resourced and managed, and measuring impact of delivered learning solution on identified business unit goals. Managed high-profile projects and programs in support of strategic business objectives

Started Training & Development group to support Fidelity Supply Management (FSM) business line. Responsible for consulting with the FSM business line to assess their learning and development needs and recommend strategic solutions that advance business goals and ensure mission critical job skills are maintained. Worked with business partners to implement learning solutions supporting business initiatives and evaluating the effectiveness of the solution in helping the business achieve its goals. Facilitated technical, professional & management development classes.

Assist organizations in managing the personal and organizational transitions while minimizing the people issues and risks associated with organizational change.Taught at the Hitachi New Consultant School, including courses in Business Process Mapping, Use Case Development, Interviewing Techniques, and Presentation SkillsProjects included an Installation Effectiveness Study for a Telecom/Cable Industry client. Conducted task analysis, time tracking, and process mapping related to the installation of “Triple Play” product (telephone, cable, internet) in new subscriber homes to identify process efficiency gains and mean times for installation of various components

Project roles covered several areas in Human Performance.- Organization Change Management Team Lead - included overall responsibility for workstream scope development, schedule, staffing, and budget for Organizational Architecture/Job Design, Training, and Communication activities.- Job Design Team Lead - designed,developed,and deployed a new team structure, including role descriptions, which refocused customer facing agent responsibilities and functions, provided for additional career path and training opportunities, and standardized manager/supervisor roles and span of control. Also included participation in the development of supervisor and agent performance metrics.- Training Manager – designed, developed and deployed a blended learning contact center new hire training solution. Resulted in decrease in time to proficiency for new agents, decrease of 78% in training time, and standard delivery structure for multiple sites.

Experience with program and vendor management; design, development, and delivery of industry specific and technical training; design, development, and delivery of management and professional development programs development including performance management, project management, communications, client service, and supervisory skills training. Facilitated training and conducted needs analysis in offices in the US, Europe, and Asia.

Designed, developed, and facilitated leadership and supervisory development curriculum. Responsibilities included program marketing (name, brochures and collateral, logo, etc), hiring of new team members, coaching team members on the delivery of materials, and working with vendor to develop materials.

Developed training materials and facilitated training sessions on various proprietary systems. Assessed, designed and facilitated quality industry and systems training programs for internal and external clients whose experience in the industry ranged from management to seasoned professionals to new hire. Directly involved with new client conversions and product development for the purpose of creating effective training programs for internal and external clients.