RESUME: Manager Business Delivery Solutions

Robert Read

***** ******** **** ******, ********, Florida 34714

Cell: 719-***-****

E-Mail: ad4w97@r.postjobfree.com

LinkedIn: https://www.linkedin.com/in/robread2009?trk=hp-identity-name

EDUCATION

Columbus University - Picayune, MS. 2006.

Bachelor of Science Engineering Management, Graduated (Cum Laude) GPA: 3.78

Green River College - Auburn, WA. 1978.

Associates in Arts Industrial Design, Graduated (Honors) GPA: 3.56

CERTIFICATIONS (Currently working toward Lean Six Sigma Master Blackbelt Certification)

Project Management: Product / Business Improvement:

Project Management Professional, PMBasics training* System Engineering SE-625, Stevens University

Leadership Training, Harvard Business School NIMBA Business Value Model, NIMBA Institution, Sweden

Stage Gate Methodology, ITT Industries Value Based Six Sigma, Green Belt, Michigan University

Agile Training, Catholic Health Initiatives. CMMI level-3 Audit Compliance Training, ITT Industries.

Lean Six Sigma, Green Belt, LSSE Group

SKILLS

Organizational Change Management: Early Adoption through inclusion, Restructuring based on Value Stream, Increase performance results by monitoring utilization. DMAIC model, Data Driven Process Model, ADKAR model, PDCA Model

Project Management Office: Communication and interpersonal skills. Negotiate and resolve conflicts, Building team commitment.

Process Improvement: Business Process Improvement, Six Sigma, Continuous Improvement, Lean Manufacturing, Lean Six Sigma, Change Management, Kaizen.

SUMMARY OF QUALIFICATIONS

Senior Project Manager with experience across multiple industries, 22 years of project management, 6 years of organizational change management, responsible for various roles as program/project manager. Including both manufacturing and business operations improvement. (Satcom, Telecom, Aerospace, Healthcare & Theme Park.)

Healthcare

9 years’ experience delivering large scale process improvement with an emphasizes on change management early adaption principles software solutions in hospitals across the Colorado, Midwest, Southwest and Northwest Market place with the focus on Lean Six Sigma DMAIC process improvement.

Software as a Service (SaaS): Enterprise implementation of Dragon voice recognition software, Epic, Cerner, McKesson/STAR, All scripts, Conifer ACE.

Application Programming Interface: HL7v2- Patient Data, IHE Profiles- Out going patient content

Epic Bridges Interface Engine and Epic Integration Broker: Meaningful Use Patient/Clinical Portal, Epic AMES module

Theme Park

Implementing the phase One change management re-engineering of the work force and scheduling process across all park operations including Hotel, Admissions, Retail, Food & Beverage, Attractions, Maintenance.

Telecom

Leading the lean six sigma culture development at XO by training and educating the executive leadership on “value add”. Hands on Greenbelt tutoring working with the process improvement team at XO Communicates before the Verizon integration. Introducing change management principles of early adoption to the engineering work force.

Aerospace

Providing detailed business analysis for ULA with their IR&D efforts to mature the Atlas-V 400 series launch vehicle to support human crew capability.

Satcom

3 years managing the fiscal performance for a $119.76 million program and all related projects.

8 years’ experience managing other PM staff and technical personnel includes system, mechanical, software, logistics and IT/IA engineering. Direct oversight for material procurement, production, testing, civil survey, site construction, field installation and customer sell-off.

PROFESSIONAL EXPERIENCE

Senior Project Manager Christus Health, Irvin, TX February 2023 – December 2023

Facilitator: Managing third party applications testing (IFT, IWT, MRT, PRCT) for Epic EMR implementation across two hospitals within Christus Health.

Senior Project Manager VCU Health systems, Richmond, VA July 2021 – January 2023

Project Management: Responsible for horizontal enterprise deployment and the Epic integration of API Shift Select scheduling software across the nursing functions within Inpatient and Ambulatory; in addition to Radiology, Pharmacy and Laboratory functional areas. Additional projects included the 2008 server upgrade across the entire hospital system, responsible for documenting process to disposition servers (Decommission, Upgrade, “Archive” Data Conversion), content and the decommissioning process for 362 servers. Developed business processes, metrics and reporting to CIO monthly on progress.

Senior Project Manager Steward Medical Group, Houston, TX April 2020 – April 2021

Reporting to the CRO, provided analytical support to Senior Leadership across the revenue operations for their Cerner to Meditech EHR conversion implementation.

Project Management: Performing readiness assessments at 60 days prior and through to the Go-Live event. These assessments included revenue application build progress by the IT group using EVMS methods.

Lean Six Sigma: revenue operations policies, workflows, CBO interface readiness and training. Identifying roadblocks and gaps within business operations using DMAIC. Performed independent audit of the post deployment product stabilization revenue performance for Claims, Denials, Variances and Past Due processed through third party applications nThrive and Revenue Recover, by taking data extracts and grouping “revenue hold” bucket definitions post billing using pivot tables, graphing volume over time and revenue aging, aging by reason code and trending weekly. Supporting the definition of value-add “the reason WHY” business metrics for the Revenue Cycle Operations standard dashboards.

Senior Project Manager Orlando Health Hospital System, Orlando FL July 2019 – December 2019

Leading 3 large Enterprise projects valued at $3.5 million, responsible for planning the projects after funding using SDLC method, created project documentation, (Charter, Design solution, Test, Training, and implementation). Lead the user process review and workflow documentation sessions using DMIAC, supported 3rd party vendor contracting process, supported legacy system Data Conversion during SOW definition phase, supported detailed work plan for software configuration and setup Agile sprint schedule for software configuration using MS Project and MS Teams software to manage the project.

SCC Softbank Implementation: In preparation for the Epic EHR system, Softbank blood bank system needed to be installed and configured to support Epic testing schedule.

Data Innovation device manager: In addition to Softbank, the laboratory system Analyzer software was replaced to interface with Epic.

Cerner Millennium Upgrade: The existing EHR system needed to be upgraded to improve performance for bridging the Epic installation timeframe.

Process & Change Manager LEGOLAND® Florida Resort, Winter Haven FL Mar 2019 – July 2019

Part of a small team of consultants evaluating root cause issues within business operations across the theme park impacting workforce stabilization, focusing on seasonal business trends impacting operations. We reviewed POS data, labor data, weather and Admissions data to trend behavior and establish correlations to a create a business modeling tool for “what if” scenarios in labor scheduling adjustments. Saving $1 million in labor annually.

Project Synergy: A scalable operations cost model through data led decisions.

Introduce Multi Skilling: A proportion of workforce trained on more than one department drives commercial RPC & improved guest satisfaction and driving employee satisfaction.

Work Scheduling: More stable workforce, introduce a proportion of permanent variable contract types, new digital tools for communicating. Central Planning & Insight Team- Manages all rostering responsibilities, "command center room", Sets framework for unit opening and closing times.365 Operation: Maximize the days Parks and Water Parks are open, increased profitability, more opportunities to put smiles of kids' faces, more staff opportunities.

Senior Project Manager Kaiser Permanente Colorado Headquarters, Englewood CO Nov 2017 - Dec 2018

EHR Software Implementation: Epic’s anesthesia module and streamlined anesthesiologist workflows for better efficiency and patient safety. The system provides efficient charting tools and is optimized for touch-screen monitors using big buttons for quick data entry. It allows anesthesia staff to document pre-surgery assessment, pre-op, intra-op, and post-op information quickly.

Insurance Software Implementation: Kaiser’s Insurance software, managed the annual insurance provider plan updates, responsible for code modifications, database enhancements and infrastructure migration. Managed UTA testing invents and release documentation reviews for marketing and sales.

Clinical Engagement: Early Adoption change management, Responsible for governance approval with the business group and securing resources across regional operations area and Clinical Staff Engagement and progress communications.

Infrastructure: Facility & Infrastructure work order modifications define scope, manage vendors.

Device Integration: Planned the environment deployment strategy, Epic’s development and access management, Testing, Training, deployment, Command Center setup & management.

Software Development: Utilized SDLC method for planning and execution of software development of workflows, charting, billing functions.

PROFESSIONAL EXPERIENCE continued

Process & Change Manager Verizon - XO Communications Division, Lone Tree CO Sep 2016 - Nov 2017

PMO: Supported the implementation planning for the carrier management group working on Verizon’s One-Fiber project, a major fiber optic upgrade valued at $1.7 billion. Defining major activities, the process owners and interdependencies between the fields support groups.

Product Improvement: End to End process development for the network augmentation process with an emphasis on the customer experience and “how can we reduce their inconvenience for our internal equipment change out program?” Leading the lean six sigma culture development at XO by training and educating the executive leadership on “value add”. Hands on Greenbelt tutoring working with the process improvement team at XO Communicates before the Verizon integration. DMAIC analysis of end-to-end customer service operations. Proposal development for internal LSS projects at Verizon’s Carrier Management Group working on expense reductions across the local exchange carrier service contracts.

Process & Product Engineering Talent Acquisition Program, LLC, Englewood CO May 2016 - Sep 2016

Product Improvement: Responsible for mapping business process to software functions, developing user control logic, defining system validation logic, defined system upper and lower control limits. Performing functional gap analysis for new Accounts Payable features and functions, reviewing legal documentation requirements for “AP” function.

Project Manager Catholic Health Initiatives Corporate Headquarters, Englewood CO Jun 2012 - Apr 2016

Conifer ACE: Responsible for vendor management of Conifer ACE revenue solution regional implementation, contributed to a $2.4 million in billing collection operations savings annually. Developed a compressed staggered phase work plan to utilize limited vendor resources for the Texas region roll out to improve CHI revenue performance to Q3.

Epic: Responsible for the workplan setup per SDLC methods and monitoring the performance for the execution using Clarity CRM of Epic implementations in Washington State. The setup included defining the WBS (Early Adoption, Future State, Crosswalk, New Coding, Configuration, Data Conversion, Infrastructure, Test, Training, Cutover, Go-Live, Stabilization) and developing a resource plan utilizing local resource. I worked onsite for 9 months at the Tacoma headquarters to support detailed workplans for each third-party vendor projects.

Business Planning: Responsible for creating strategic enterprise level implementation plans for EHR applications and Revenue Cycle billing & claims third party outsourced solutions. Working with vendors to create standard deployment plans that utilized CHI IT resourcing. Developed sunset application historical data transfer solutions, documented workflow & business process for configuration of outsourced software, Training plans, Test planning. Primary Contributor to EPMO standard process for project level work management and IMS EPMO level portfolio reporting process. Continuing to support process improvement and standard practices for EHR and system software enterprise level implementations throughout the organization. Business coach to CHI program manager in revenue cycle application implementation optimization planning. Analyzed current state implementation process for revenue cycle implementation team, determined key performance indecencies to measure success, defined methodology for providing results-based availability and reliability threshold for revenue returns. On time delivery-based work planning, resource collision avoidance controls. Determined data mapping failure and gap steps within work process to reduce regression test script failure.

Business Planning ISYS Technologies, INC., Littleton CO Dec 2010 - Jun 2012

Business Management Planning Office: United Launch Alliance commercial human spaceflight development program business planning, Process Improvement and Variance control. Providing detailed business analysis for ULA with their IR&D efforts to mature the Atlas-V 400 series launch vehicle to support human crew capability.

Senior Project Manager Odyssey Consulting, INC., Colorado Springs CO Jun 2010 - Jul 2010

Senior Project Manager: Consultant to the PASS 850th ELSG @ Peterson AFB and Support Project Lead for the joint mission system JSpoc software upgrade release 1-5 government acquisitions process. Contributing to policy, process, and requirements development for the government integration role for a large-scale software implementation.

Product Development & Business Solutions ITT Industries, Systems Division, Colorado Springs CO Mar 1999 - Feb 2009

Senior Business Development Analyst: Defined outstanding contract deliverables, verified EAC, assisted new finance cost analyst in catch up billing and closing out, developed CMMI level-3 control processes for the program. Supported Lean Six Sigma and Variance control process.

Proposal manager: T&M contract type sustainment effort, including a contractor-based depot support facility. Business case analysis, Request for Quote (RFQ) requirements and customer Statement of Work (SOW) breakdown, define proposal approach based on customer funding limits and immediate need, provided the customer with modular cost proposal.

Program Manager: Maintained on time delivery for remaining earth terminal deliveries, including the site construction, installation, test, and customer sell-off. Restored customer confidence by direct PM Field support OCONUS and customer support CONUS to manage site issues during construction and installation for multiple deliveries with limited staffing. Managed program level fiscal performance for the $119.76 million Ka-STARS program and all task order/ contract modifications.

Project Manager: Develop a control process for engineering work that was CMMI level-3 compliance. Utilized the NIMBA Business Value Model (Voice of the Customer). Managed the implementation of the JAMIS cost accounting system at CIS; our business unit was the only on-time implementation for our division. Team lead for the implementation of the Sarbanes-Oxley Act sections 302 and 404. Managed the implementation for the OMS-MRP system software to replace Stanford Telecommunications MRP software

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