Stephen A Notchick

203-***-**** acrfi5@r.postjobfree.com

Summary

Skilled executive with proven expertise implementing information technology solutions in virtually every area of the ever-changing business environment, including the last 13 years in the Healthcare Solution Industry delivering leading solutions helping customers, payers and providers optimize quality and manage the cost of care.

Extensive Project Manager experience in all facets of PMO processes, project gate reviews, management of software development life cycle (Waterfall) from initial requirements, planning, designing, building, testing, installation and maintenance throughout my career

Demonstrated knowledge managing software development via SDLC methodology, managing defect resolution, migrating risks, holding stakeholder meetings, management progress reporting, mitigating project contributors availability and team commitment to the project (everyone is important to our success and need to commit to their deliverables)

Accomplished manager, coach, mentor of professionals across business functions focused on delivering world class applications and exemplary customer support for high-touch customer base

Creative problem solver adept at solving complex problems and working under tight deadlines and budgets

Architect of robust working solutions for business initiatives through application of appropriate technology

Facilitator of highly motivated energetic IT professionals and cross-functional departments

Strong leader with solid working experience and ever increasing responsibility and projects complexity

Manager of offshore developers delivering core customer deliverables under tight

Excellent communicator and professional demeanor

hiregy Consulting, Tampa, FL (Jan 2015 – CURRENT)

ePMO Sr Project Manager – WellCare

Lead a team of 5 ensuring all systems are ICD-10 Compliance before 10/1/2015 deadline

Responsible for leading testing activities with State Medicaid and Medicare agencies, Providers, Vendors, Clearing Houses and internal departments

Created and executed testing strategies, associated project plans and communication talking points for the testing entities both internal and external to WellCare

Manage executive reporting for our governance and delivery team, state markets and provider operations modifying as needed by the business today as the project progresses through its phases

Added managing HEDIS ICD-10 compliance reporting that wasn’t identified until recently

Manage and lead:

Resolution of issues and risk log

Documentations of all ePMO artifacts, standards and requirements necessary for internal audits

Daily stand-up meetings

Team meetings agendas and assignments

Governance and delivery team weekly meetings

State and provider RFIs and surveys

Policies and procedures updates in support of ICD-10 compliance

GDT governance and delivery team weekly meetings

Custom Builder Professionals, Saint Petersburg, FL (Dec 2012 – Jan 2015)

Process Reengineering Consultant / Operations Manager

Lead a reengineering effort that resulted in mechanizing and computerizing estimations, supply requirements, billing, payroll and earnings for CBP’s additions, renovation and new construction building company

Saved owner 40 hours a month that was previously spent after hours gain that back, tightened procedures ensuring accuracy and reporting quarterly and annually earnings and tax owed

Continue to work as the operations and operations management on a day-to-day bases

Jawood Consulting, Orlando, FL (Jun 2013- Dec 2013)

Senior Consultant – Business Lead, FHHS – Concert Health Plan (CHP)

Business lead working with a team of 7 assessing CHP’s operational readiness for ICD-10 compliance

Responsible for leading the review of the entire business area’s systems, policies and procedures for processing their claims through MHC’s claim processing system. This includes their trading partners, internal process and procedures and their training requirements for ICD-10 compliance

Created and maintained their high-level roadmap (PowerPoint) highlighting all the major steps that would be required to be complaint by October 1, 2014. It was used to develop and drive our project plan’s WBS

Being far behind CMS implementation guidelines had to build a hybrid waterfall project plan (adding overlaying sprints to SIT testing phase) for each stage of project life cycle while mentoring the project coordinator on how to use MS Project, how to estimate effort and dates for all tasks, defect resolution, migrating project risk and all standard project reporting under very tight time constraints – Results: was approved to continue with the engagement

Jawood Consulting, Detroit, MI (2011-2012)

Senior Consultant - ClaimsXten Test Lead – (BCBSM) Blue Cross Blue Shield of MI

Lead a team of 7 implementing McKesson’s ClaimsXten product hosted by NASCO and integrated with NPS.

Managed WBS task assignments, testing mythologies, and procedures for ensuring successful validation and testing specific to BCBSM’s payment polices are met often under tight time constraints – Results: seamless ClaimsXten integration, on time and from a post implementations defect perspective it was the most successfully implemented project BCBSM had experienced to date

Managed and lead daily defect resolution prioritization, meetings and reporting. Once defects were remediated, confirmed via release specific positive and negative test cases all is well and ensuring nothing is broken after performing regression testing

McKesson Health Solutions, Norwalk, CT / Intelliclaim (2002-2011)

ClaimsXten Release Manager / Operations Manager / Senior Project Manager / IT Director

Managed customer’s releases, upgrades and their roadmap strategy into comprehensive solutions that we executed upon resulting in successfully exceeding their expectations – Most recently created ICD9 to ICD10 upgrade requirements, processes and procedures, MS Project WBS, workflows and customer timelines to meet October’s 2013 compliance (now extended to 2015)

Managed customer configuration updates and new customer implementations prioritization and target dates securing resources and commitment across all functional groups (Customer & PM Managers, QM, SIAD, CS and Operations) through Change Management Meetings – Results: a clear highly organized process of managing customer’s release priorities and target dates for all current and future requirements

Manager of offshore rules and tool development vendor “Nekton” (25 Employees) in delivering superior service, on-time no matter the time zone or the work complexity time and time again – Results: a highly functional strategic vendor that surpassed all expectations at 1/6 the cost of local employees

Implemented, integrated and administered Salesforce.com for Intelliclaim’s salesforce

Started by evaluating current sales and marketing homegrown application, what is being captured, why and what were the shortcomings. Process flowed the before state and the after state using Salesforce cloud environment

De-duped, cleansed historical files and migrated the data to Salesforce application after paring down what data elements were requited

Created the personal and companywide reports required to review the pipeline of current customer opportunities, suspects and prospects in the sales cycle and export data for major campaigns

Created and lead training

Project lead two ClaimsXten re-engineering initiatives – Results: quicker to implement, more effective in delivering what’s needed in a logical organized manner, first runner–up for McKesson’s IMPACT and Keystone Award

Six Sigma Greenbelt project – ClaimsXten Baseline analysis of cost drivers – ultimately created an implementation cost estimation tool utilizing best practices based on years of historical data from which to very accurately estimate new implementations cost requirements for every phase of an implementation. Created the monthly dashboard progress report that highlighted when we were going off schedule allowing us to take corrective action immediately. Results: Predicting and improving implementations cost overruns that often were 2-3 times original estimations.

Orchestrator of ICD-9 to ICD-10 upgrade process, WBS estimations, defect resolutions and risk mitigation, customer upgrade time and cost estimates between all the functional groups and MGMT (3+ years)

Successfully implemented the first two ASP customer upgrades having the team leverage their strength and empowering them to take ownership over their roles – Results: successfully implemented in 6 months and all is used today by an offshore team to complete the remainder of customers

Successfully upgraded our first real-time customer (much more complex than ASP) on time requiring re-engineering of our tools and processes resulting in another set of repeatable processes and project plan templates for the remaining customers

Planner, migrator, trainer and first line of support for SAP products at our 100+ Intelliclaim campus. I lead the migration requirements of our start-up Intelliclaim onto McKesson's SAP environment maintaining, updating and training all during that 6 year period

Operational accomplishments:

Capacity Planning - created, manage and facilitate month updating, analysis and capacity problems resolutions – Results: a comprehensive capacity planning model and process for managing resource constraints from numbers not gut; it became the source of truth and resolution management

Migrated documents from VSS to SharePoint needed immediately because of VSS limitation as a result of crashing daily – Results: got us back on schedule meeting customer commitments often in grave jeopardy because of the long outages

Acted as PM, BA, QA for external vendor integration with FACETS & POWERMHS – Results: seamless integration with ClaimsXten expected to reduce implementation time and cost by 25%

Marakon Associates, Stamford, CT – A multinational privately owned VBM strategic consulting company (1998-2002)

Director, Information Technology North America

Managed a team of 10 professionals in support of North American’s IT LAN/WAN infrastructure, helpdesk and client site networks in support of consulting practice

Leader of IT Steering Committee meetings their agendas, discussions and direction in the following key areas:

Server, Hardware & SW, Backup, Network Integrity – Results: extremely reliable infrastructure using the best equipment possible and saving over $200K

Wireless networking for Client & Home networks sharing broadband and peripherals – Results: $5K/ yearly per site savings

Worldwide IT budget & forecasting process and creator of roll-up models (Creative problem solver making the hard calls in belt-tightening times)

Led IT requirements, design and implementation of IT needs in opening our SF and NY offices – Results: fully operational, on-time & under budget despite many missteps by 3rd parties

Led development and implementation of Special Projects: Outsource MS Exchange, Windows 2000 platform strategy, PGP and VPN implementations, Wireless Networking infrastructure at client sites and home sharing broadband and peripherals – Results: Savings of $10K/mth in telecoms, much more stable infrastructure & securing confidential customer information

Designer, editor and publisher of SLAs (HW/SW, Helpdesk, Off-site services, Telecoms, Training, Network, Web, week-end and specialty support)

Facilitator of highly motivated self-sufficient team of Technicians supporting our 4 office’s infrastructure, employees, client-site case teams and WW projects

Engineered helpdesk infrastructure that offered one-stop support of PCs, Networks, Phone, V-mail, Call Conferencing, Applications, new-hire orientation, etc. with distributive workforce – difficult but very rewarding challenge

Led Security ICR (Incident Control Recovery) intrusion w/Cisco SPA team – Results: secured extremely confidential customer data, embarrassment & ultimately the consulting practice

Related Work Experience

Learning International, Stamford, CT (1982-1998)

Director, Information Technology Solutions

Managed teams of 11 professionals assisting the organization identify opportunities where technology provides a competitive advantage. Chief architect creating service organization’s IT services & support for TMTG companies, ServiceOne

Team leader creating and implementing Intranet based reporting environment linked to Data Warehouse. Results: linked sales and marketing systems to corporate historical repository providing WW colleagues with a secure, integrated view of client information

Designed and led IT initiatives to move company headquarters over the weekend. Results: no loss of business, 30% increase in network performance, 100% increase in printing

Organized the outsourcing and implementation of company’s secure dial-in services provider, Compuserve. Salesforce gained Internet and Intranet browsing capability, 7 x 24-hour support, reduced monthly telecommunications cost by 35%, eliminating modem pool upgrades

Researched, tested and implemented video conferencing throughout the 9 NA offices resulting in 30% savings in travel cost and 45% indirect savings in lost personnel time

Chief architect creating service organization’s IT services & support for TMTG companies, ServiceOne

Designer of IT’s business strategy based upon the company’s SBO, PLUS (Platform Upgrade Strategy)

Managed team in defining and implementing PLUS, a yearlong, $4 million project converting our NA operations hardware and software platforms. Under budget and ahead of schedule

Skills

Software: Expert with Microsoft-suite of products, MS-Project, Visio, SharePoint, SAP, Clarity, ClearQuest, Salesforce.com Administrator and diverse software background

Certification: Six Sigma Green Belt, PMP (in process)

Education

E.M.B.A – Masters Business Administration, Executive program, University New Haven, CT

B.S. – Information Systems, Magna Cum Laude, Quinnipiac College, Hamden, CT

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