Assess previous project attempt and failure with recommendations to move forward. Negotiated contracts with major vendors. Program Director role for implementation of Info Cloud Suite Financials (CSF).

Brought in to get stalled revenue cycle implementation project back on track. Worked with stakeholders to understand issues and roadblocks. Rebuilt schedule, plan, infrastructure, security and budget to account for client scheduling and staffing issues. Once project moving, transitioned to internal GE resources.

Interim Enterprise Program Director Ambulatory - Consultant

Engaged to address ambulatory clinical systems stability issues, projects delivered late and significantly over budget. Leader for all ambulatory EMR implementations, revenue cycle applications (GECB) and associated applications 2011, 2012, 2013.

• Led all ambulatory program and project managers, implementation teams in CA, NV, and AZ. In partnership with business, clinical and IT leadership created business plans and roadmaps to match business need to IT strategic and tactical planning, providing options, solutions, recommendations and execution resulting in a 2012 ambulatory department first time for on budget ($4.5M), on time delivery of upgrades and services.
• Fueled program turnaround to deliver on-time, in budget upgrades to clinical environment through implementation of project management principles, collaborative planning with the business, clear scope definitions, project plans, communications plans, risk mitigation plans, resource management and changing perspective from IT project to business project.
• Established policy and procedure around change management with accountabilities to ensure systems stability.
• Established regular project and program communications to track milestones, risks and budget variances to drive project and program decisions.
• Created Ambulatory Advisory Committee comprised of clinicians, business, IT and corporate resources to define strategy and tactical planning for ambulatory IT to achieve corporate strategic goals.
• Saved over $35M in contract negotiations with new and existing vendors during contract term.
• Through strategic refinement, led new $162 Million program through the Board approval process, creating total cost of ownership for executive leadership to assist in clinical systems and business strategic planning.
• Saved over $2M in 2014 related to ambulatory clinical system EMR billings.
• In 2012 facilitated significant organizational restructure to better meet clinical organizational needs.
• Led the expansion of and transition of support teams in 2013.
• Accountable for budget (2012 - $4.5M, 2013 – $14.4M), staffing, purchasing, contract and vendor management. Saved over $2M in 2014 related to EMR billings. Negotiated contracts with major ambulatory EMR vendors to the benefit of Dignity Health.
• Created ambulatory total cost of ownership models for executive leadership to assist in clinical systems and business strategic planning.
• Created and led root cause analysis team to identify and remediate issues with upgrades, systems performance, and functionality issues with EMR.

• Led all functions for ambulatory revenue cycle operations, IT support for ambulatory revenue cycle (GECB) and ambulatory EMR.
• Mentored and coached staff on compliance with HIPAA and basic separation of duties to address audit findings.
• Drove Federal mandate compliance by unifying 41 autonomous clinical groups into 1 cohesive organization.
• Identified opportunity to increase annual revenue by $8 million through the implementation of KPI’s.
• To recover lost revenue (Approximately $5 million per year) and to comply with HIPAA and audit findings implemented front desk re-training to ensure proper collection of insurance, co-pay and self-pay; restructured revenue services.
• Outsourced collections to recover approximately $3 million a year in lost self-pay revenue.
• Reduced revenue cycle costs by $115K annually by discontinuing products never used.
• Provided direction and oversight of USC Care's IT Team on-going and planned IT projects and initiatives.
• Assessed USC Care's IT operations and processes. Recommended improvements and implemented improvements approved by USC Care's administration.
• Implemented a formal project management process to manage and monitor all IT initiatives.
• Coordinated all initiatives with the business and clinical leadership to ensure priority setting and resource requirements are optimized.
• Provided recommendations to team structure and resource skill sets required for an optimized IT Team.
• Developed recommendations, system solutions and processes to respond to the internal audit demands for provisioning and security access policies.
• Identified needs and requirements for hardware maintenance, backup/restore and disaster recovery requirements of the mission critical IT applications and systems.
• Developed policy and procedures to transition the IT Team into an optimized and enhanced information system team that provides the ideal support for the entire system life cycle.
• Transitioned leadership to internal Doctors of USC resource.

Renegotiated support section of outsourcing contract including roles and responsibilities for database and application support.

Founder and CEO of startup business in medical billing. Improved client’s revenue by an average of 37%,