(contract), Wells Fargo Advisors, Saint Louis, Missouri Acquisition and transition of high AUM ($6B) brokerage practices from the WFA private client group to the independent contractor arm of Wells Fargo Advisors, Wells Fargo Advisors Financial Network. High level work streams included space acquisition (lease/purchase), infrastructure readiness to support operations (network, data, telecomm, etc.), client communications, marketing, HR, and regulatory compliance. Rewrite and deployment of an asset movement service request workflow platform (IBM MQ). Over 23 million transactions totaling $393B are handled annually. To avoid risks of disruption to client servicing, this project was to build a new platform (including supporting infrastructure) using BPM as the core workflow engine while also incorporating the new architectural design principles (services, user experience, etc.). Additionally this required daily close interaction between the business and IT. The high level objective was to maintain "as is" functionality while rewriting the workflow process for the stated service requests utilizing the implemented go-forward solution, (IBM BPM). The rationale being to ensure continued functioning of the service requests and mitigate potential issues by migrating the platform off of an unsupported workflow system. Used MS-Project. Waterfall methodology with some elements of Agile.

SSM Healthcare, Saint Louis, Missouri Project Manager assigned to the IT work stream on a sale/merger of a university hospital group to develop and execute short, medium and long-term software developmental milestones placed on the roadmap of ownership. Scope also included infrastructure replacement and/or upgrades, deployment of mobile devices and patient care equipment due to be replaced with newer versions or upgraded. Security audit with assessment broken into the three operational categories: Software remediation and/or development before closing, software remediation and/or development between closing and the finish, and development while these phases occur, with a best estimate of 1 year from closing. During the discovery portion of the audit, the critical apps, and platforms were pinpointed before migration and closing phase. Used MS-Project. Waterfall methodology with some elements of Agile.

First Bank and Ascension Health, Saint Louis, Missouri Program Manager responsible for multiple related revenue cycle and security projects within several hospitals managed by Ascension Health across the U.S. This tenure also included managing a core system conversion for First Bank.

• FiServ to FIS conversion and migration managing First Bank Deposits and Loans workstreams.
• Managed project planning including charter, SOW, scope definitions, identified inter-project dependencies with mitigation plans, and resource assignments.
• Facilitated analysis and requirements definitions between First Bank analysts and vendor.
• Facilitated design phase roadmap.
• Assisted PMO development with use of Service Now and SharePoint as both project document repository and project management tool set.

This project is to implement the infrastructure, hardware, software and applications to host the SecureLink software and enable approved vendors to access and remotely support Ascension hosted applications.

• Led the development of secure, technical access to specific revenue cycle applications at one hospital by revenue cycle associates at another. These applications included RCA Crowe, Veracity, Passport, Hyperion, and XClaim.
• Managed the migration of several hospitals using PwC SMART coding quality monitoring application to a national server infrastructure as well as implementing SMART at new hospitals.
• Responsible for implementing Valetude as a pilot at 3 hospitals for charge capture and account settlement. Used MS Project, Excel, SharePoint. Hybrid approach using Waterfall methodology with some elements of Agile, Celerity, New York, New York

(contract), Saint Louis Late Payment Interest on Facets Made systematic changes to Facets to calculate Late Payment Interest (LPI) accurately when handling LP in a number of scenarios that Facets could not previously accommodate. The solution provides Cigna the ability to calculate LPI manually and have it pay via Facets for all compliance requirements mandated by state.

• Eliminated the need for manual LPI payments due to Facets inability to calculate LPI correctly according to state laws
• Eliminated the need to pay manual due to calculation underpayment situations
• Eliminated the overpayments of LPI that are currently set up in Facets
• Improved AA rate for LPI by creating flexibility for differing requirements within each state
• Improved compliance with state mandates related to prompt payment rules
• Accomplished calculations without manual intervention from claim processors CAC Payment Bridge This project gave Cigna the ability to reward physicians for improving the quality, affordability and care satisfaction for the population of patients they serve. Due to the immediate business needs, a tactical solution has been developed which pays a collaborative care organization like a "vendor." Used: Ms-Project, QuickBase, Clarity, Sharepoint, and Ms-Office.

and Product Integration

• Operational oversight of an EHR implementation which came in on time and under budget
• Managed a $35M capital budget for St. Anthony's Medical Center's Electronic Health Record project
• Increased and maintained departmental productivity at 100% or greater
• Lead conversion from McKesson Star to Epic Resolute revenue cycle while maintaining Star GL and AP as stand-alone products and supporting infrastructure integrated with Epic
• Prepare cost/benefit analyses for projects and potential projects related to purchasing software and hardware or internally developed applications, both new or enhancements
• Project management duties include: new application installs implementing release upgrades facilitating the effective use of applications by appropriate users research, analysis and implementation of business process flow to expedite process improvement and coordinate business practices identifying areas of common practice and implement opportunities for standardization
• Leading the HL7 Interface Team of 4 engineers
• Managing the interface engine conversion from Sybase Neon to InterSystems' Ensemble.
• Developed and maintain interface conversion plan
• Managed device integration
• Manage the portfolio of application system assets directing and planning the development and maintenance of all new and existing application systems
• Management of day to day revenue cycle maintenance
• Plan and design key aspects of software-enabled "transformation" programs
• Developed and implemented Service Standards and Behaviors by which all Information Service staff are accountable
• Develop and maintain $4M annual software budget
• Perform personnel administration tasks including managing, developing and evaluating 29 application analysts Used: Ms-Project, MS-Office Suite, along with SharePoint and QuickBase communication tools.

(contract) Insight Global (Community Health System)

• Developed the implementation strategy for a nationwide rollout and upgrade of Allscripts EMR to 300+ sites
• Developed project management workflow to support CHS implementation strategy including Kick-off, Site Review, Technology Review, Workflow Assessment (future state preparation), Technical Preparation, Interface Development, Build, Testing, Scanning, Abstracting, and Go-Live
• Test Plan development
• Training strategy development
• Coaching and mentoring of client physicians
• Developed communication plans for reporting
• Maintained weekly, monthly, and quarterly status reports
• Developed issues and jeopardy reporting
• Maintained risk and risk mitigation plans
• Allscripts RCM revenue cycle conversions and upgrades where necessary
• Develop approach to meet HITECH Meaningful Use requirements
• Used: Ms-Project, MS-Office Suite, along with SharePoint.

(contract), Reed-Elsevier * Managed the development (Agile) and roll-out of a clinical decision support iPhone application and infrastructure with an answerbot tool within a $150K budget to be sold on a subscription basis Used: Ms-Project and HP's PPMC project management tools, MS-Office Suite, along with SharePoint and Base camp communication tools.

(contract), Barnes Jewish Christian Health System * Managed the full life cycle (SDLC/Waterfall) HL7 development and integration of eight NextGen interface projects supporting 7 hospitals and a 90 practice medical group Used: MS-Project, Clarity, SharePoint, MS-Office Suite.

(contract), YTB, Inc. This is a web-based multi-level marketing company that provides travel agency websites for the travel industry.

• Built a PMO as a new department for client with a $680K budget
• Moved client organization from decentralized to centralized project management model while increasing effectiveness between technology and business units Used: MS-Project utilized for all project schedules under the PMO with MS-Office Suite, and SharePoint. Convergentware.

(contract), Emdeon/WebMD This is a web-based e-payment, print services, and electronic billing service unit for WebMD. The unit provides ePayment for 670 health insurance payer customers and providers. * Managed full development and implementation of the web-based electronic conversion and automation of remittances and payments from payers to providers within a $300K budget Used: MS-Project and MS-Office Suite as the primary applications utilized.

(contract)

• AG Edwards
• Managed the implementation of several core infrastructure projects for A.G. Edwards each in the $3m to $5m range Used: MS-Project, Primavera TeamPlayer, Rational Suite, and MS-Office Suite

Program management approach (multiple related concurrent efforts) to building this ASP/web-based business model that included a healthcare insurance transaction clearinghouse, interactive practice management tools, provision HIPAA compliance consulting. * Built product offerings and infrastructure (open source) for this new business within consulting, IT/application development, and service offerings on a web-based platform with a $15.0M budget. Used: Open Office Suite. Agile and Waterfall methodologies.

(BroadBandOffice) VP Professional Services ASP model business with multiple e-business applications and high-speed voice/data service provided to small and midcap companies. * Directed the efforts of multiple teams, conducted weekly project status meetings, and provided status reports to venture partners Used: MS-Project and MS-Office Suite as the primary project management applications utilized. Waterfall and Agile methodologies. Military: US Navy, Honorable discharge