Operational Leadership: Led teams of architects, engineers, project managers, and business analysts in designing processes in supporting transition systems for merger, acquisition, and divestitures for Ascension businesses. Coordinated key business joint ventures for strategic relationships for unique IT infrastructure needs to ensure interoperability between Ascension and strategic partners. Organized strategic planning for the CTO by designing key IT infrastructure programs to present to Ascension business leadership to direct capital budget planning.
Merger, Acquisition, & Divestiture: Designed processes for teams to follow in performing any Merger, Acquisition, & Divestiture activities that included: due diligence analysis, budget planning and fiscal review of IT systems, project oversight for any integration or decoupling activities being performed, and developing appropriate transition services for all IT teams. Led integration activities for five large health systems (>$1B in revenue) with Ascension and three smaller systems. Developed IT processes to support all Ascension divestiture activities since 2010. Architected solutions for alignment with PeopleSoft requirements for Active Directory integration for newly acquired health systems.
Strategic Planning: Designed strategic planning system used by CTO to develop, coordinate, and implement systems planning tools for various IT architects. Developed processes to implement technology standards across a national IT system to promote consistent use of specific technologies in managing the changing healthcare environment.
Process Improvement: Coordinated security improvements to align with HIPAA requirements for Ascension-wide services. Developed new processes for integration with ITIL Foundation best practices in the implementation of ServiceNow solution for Ascension to align foundational elements for service operations, service design, and service strategy.
Operational Oversight: Provided operational oversight of infrastructure services for four large health systems in Oklahoma, Kansas, and Wisconsin. Directly managed the local IT Directors to provide strategic planning and business alignment activities related to infrastructure programs. Directed infrastructure strategic alignment with subsidiary organizations, joint ventures, and joint operating companies.
IT Budget Planning: Directed technology teams to provide CTO with strategic planning for five-year capital budgets.
Team Leadership: Managed a small direct team of leaders and strategic planners to partner in performing infrastructure tasks in support of infrastructure operations and the merger, acquisition, and divestiture work. Employed ITIL and Agile methodologies to align the IT team leaders to embrace changes in strategic direction.
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