Real outcomes from real engagements.
The IT department had no formal project management structure. Work was tracked in spreadsheets costing $450,000 per year in customizations alone. Leadership had limited visibility into project status, resource allocation, or whether technology investments were producing returns.
We established a new IT Project Management Office and implemented Scrum training for associates across the department. We evaluated and negotiated a full rollout of ServiceNow Strategic Portfolio Management for $250,000 over 18 months, replacing the existing spreadsheet dependency. We then built out IT Portfolio and Demand Management, IT Finance processes, IT Communications, and IT Capacity and Resource Management functions.
The data and analytics team serving the hospital, faculty practice group, and medical school was underperforming. Team Net Promoter Score sat at 1.3 out of 5. Staff were frustrated, disengaged, and disconnected from the broader IT mission. The organization was also preparing for a full cloud EMR transformation that would require this team to perform at a much higher level.
We provided organizational change management consulting focused on helping Directors and Managers understand how their contributions connected to the success of the larger health system. We restructured accountability, introduced continuous improvement practices, and prepared the team to adopt new AI-enabled technologies as part of the cloud transformation.
The Patient Access Systems team needed to dramatically increase throughput to support growing demand. The existing team of 30 onshore resources could not keep pace with project development needs, and the organization needed to integrate offshore managed service provider resources without losing quality or institutional knowledge.
We restructured project teams and built relationships with offshore vendors to integrate 70 offshore resources into the existing 30-person onshore team. We partnered with the cybersecurity team to establish security processes for offshore workers. We created incentive and promotion structures designed to retain top talent through the transition.
The Revenue Operations technology program needed modernization across four major areas: patient admissions, patient scheduling, teammate scheduling, and an individualized adaptive training platform. All work had to maintain 100% compliance with federal and state healthcare regulations throughout implementation.
We led all four digital transformation programs while managing a $26 million Revenue Operations technology program. We coordinated cross-functional teams across compliance, technology, and business operations. We developed business models and service strategies in collaboration with technology and business leaders.
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