Great IT Costs Less
Partnership with Memorial Sloan Kettering, Mt. Sinai, Montefiore Health Systems, Varian Oncology and Optum (United Health Group)
Joined NYPC to design and launch startup Proton Center in New York State, an IT platform and team dedicated to treatment, research and patient care, in nine months.
Largest Women’s Health Care Group in the United States
While a partner at TechCXO, recruited by Axia’s private equity owner (Audax) to take on CIO role. Primary objectives were to integrate two back offices and build an IT platform to support aggressive growth.
Leading home health/ hospice provider with care centers in 39 states delivering 9+ million patient visits each year
Recruited by CEO while I a Deloitte consultant assessing IT at Amedisys. Assumed leadership role in “Hospital at Home” Emergency Department diversion pilot program. Outsourced non-strategic while building effective leadership team. Performance measures rose dramatically. Led integration of multiple acquisitions on schedule and within budget.
S&O provides performance improvement and deal-related operation, integration, operations, and other non-financial diligence and post-deal services
Developed IT transformation / strategic plans for large healthcare systems (Catholic Health Initiatives, Novant Health) and for integration of two global medical device firms. Developed new diligence offering (Enterprise Information Management) delivered to health systems and private equity clients.
SSG provides deal-related operation, integration, operations, and other non-financial diligence and post-deal services
Lead practitioner for non-financial healthcare transactions. Led initiatives to offer and sell “pull-through” work originating from diligence – helping clients realize opportunities, mitigate risks and achieve improvements.
TAS provides financial, tax, technology, operational, commercial, and legal due diligence assistance to investors and companies across the life cycle of a transaction, for mergers, acquisitions, divestitures, spin-offs, and carve-outs.
Led diligence activities for Operations and Technology (O&T) matters for over 400 transactions, ranging from national providers of care to start-up organizations. Led a management consulting project for an academic medical center’s re-acquisition of hospitals from a private for-profit management company. Sold and led follow-up consulting projects for healthcare organizations including integration, business process improvements, cost-reduction initiatives, and shared services design and implementation. Leading revenue generator for the practice.
Home health care provider in 10 states, caring for over 7,000 people each day
Brought on by new (private equity) ownership to create strategic direction for IT and other back-office functions to position company for rapid growth. Rebuilt back office and shared services functions, reduced staff by 45% and expenses by 25%. Blended established and cutting-edge technologies to support growth and innovative programs. Enabled measurement and control of clinical practice.
Global company with a full range of services provided to the pharmaceutical and biotech industries
Designed and built industry-leading global infrastructure platform and new application portfolio to enable aggressive growth. Reduced staff and costs by 25%, combining departments, and creating a global shared services center. Named “turnaround performer of the year” for department improvements after 6 months at Ingenix.
Develops, builds, and manages continuing care retirement communities (CCRCs)
Erickson had diverse business lines, from one of nation’s largest construction firms to operating an HMO, extensive residential and retail operations, and research foundation. Erickson was fast-growing company, operating 19 sites in 10 states. Designed and built shared services back-office model to support nine 2500-resident sites in five states, enabling growth while reducing operating expenses 4% +each year. Completely rebuilt IT department, reduced staff by 35%, eliminated multiple management layers, instituted structures and processes. Overhauled inadequate infrastructure and application portfolio to meet current needs and enable growth. Developed shared services model to support sites.
Represents all acute care hospitals, specialty hospitals, and health care systems in Maryland
CPS included IT at MHA, International Quality Indicator Project (QIP), and consulting services for performance management. Also served as Vice President, CIO, Data Analyst and co-creator of CPS, start-up global health information and clinical outcomes company. As member of the MHA executive team, participated in decision-making on mergers, integrated systems development, clinical performance, regulatory and payment issues, managed care, and accountability. Represented Maryland’s hospitals for key policy reforms, health information and IT, Medicaid reform, and other state and federal initiatives. Planned and managed all information technology at MHA.