Customer Service Project Management

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P.O. Box 1325 Bethel, Alaska 99559

907-***-**** (h) 907-***-**** (c)

*******@*********.***

H olistic Information Technology & Operations Executive C IO / COO

Healthcare IT & Operations Integrator

Answering the call of technology evolution in healthcare serving as "the missing link" where the executive must

simultaneously steer operations, workforce, and technology to better achieve customer/patient satisfaction.

Intellectual and progressive executive with CIO-COO blend, reinforced by a reputation for transcending and

dismantling department silos realizing seamless people, process, and operations integration.

Operations and IT Strategy Direction Business Process & Technology Systems Development

Acquisition Integration Direction New Facility Infrastructure Design & Build

Multi-Million Dollar Project Lifecycle Management Team Hiring, Development & Retention

CERTIFIED PROJECT MANAGEMENT PROFESSIONAL (PMP) FEATURED IN CIO DECISIONS

Visionary, sought-after leader who captains operational areas beyond traditional technology positions. Unique

blend of executive competencies which guarantee strategic IT planning in alignment with operational requirements

and feasibility for greater efficiency and profit growth. Wide-ranging experience with numerous vendor systems

such as McKesson, Meditech, Cerner, Epic, and Eclipsys. Strong hands-on IT prowess and ability to lead by

example.

Direct and fair leader who mobilizes and empowers staff with the courage to develop and achieve individual goals

in alignment with organizational mission, vision, and values challenging the "we have always done it this way"

mentality.

C HIEF I NFORMATION O FFICER & E XECUTIVE O PERATIONS L EADERSHIP H IGHLIGHTS

"Spencer can look at corporate healthcare operations from the thirty-thousand foot level and always keep it

in context with the individual components and stakeholders." ~J.M., Yukon-Kuskokwim Health Corporation

Chief Information Officer for $100 million regional Integrated Delivery System partnered with the Chief

Executive Officer in the design and delivery of an innovative technology strategic plan.

Strengthened hospital's financial position through automated revenue cycle management

capabilities, allowing organization to pursue bond and other initiatives previously inaccessible due

to poor fiscal standing. Increased monthly average cash flow by $1M within 6 months.

Reported to corporate CIO with a dotted-line, matrixed relationship to all community hospital CEOs.

Hired and managed technology staff across multiple locations by developing a shared-services

model; leading design and installation of data centers, hospital and clinical information systems,

workforce management, access control systems, telephony, and IT operations.

E XPERIENCE S UMMARY & S ELECT A CHIEVEMENTS

Intentionally steering career path to that of a future CEO by voluntarily stepping away from CIO role to invest in academic

preparation. Assumed Corporate Project Management role while attending graduate school full-time.

YUKON-KUSKOKWIM HEALTH CORPORATION (YKHC) Bethel, AK 2008 Present

Largest Alaskan health organization ($100M) serving 50 communities. Employs 1,500 across 50 locations.

Leverage CIO experience and comprehensive knowledge to analyze, plan, and raise the bar higher than expected, demonstrating

the true intrinsic value of optimized and well-planned project management. Reversed corporate history of project failures.

Introduced innovative use of common technologies to streamline the rural technological environment.

Corporate Project Manager (Contract.) Established formal project management office (PMO), installing best-

practices project management discipline, increasing on-time delivery to 100% and slashing over-budget/out-of-

scope projects. Developed corporate policies/procedures, trained managers deftly guided project ...

Spencer Hamons Page 2

"The objective is to always find opportunities where others see obstacles."

sponsors and executive leaders, ensuring compliance with goals and schedules. Communicated strategically with

leaders to rally them behind common goals and incorporated best practices, actionable project planning with risk

management skills and documentation as PMO backbone.

Led a project management performance surge from 63% to 92% in nine months and 100% in two years.

Aligned capital funding requests with organizational mission, reducing annual project budget by $750K.

Crossed organizational boundaries, driving leadership consensus and support for formal project management

methodologies and fulfilling new department charter in 45 days.

Delivered near real-time executive decision support, redesigning project management metrics and reporting.

Introduced high-tech improvements to streamline challenging rural technological environment, including VoIP

telephony and implementation of hi-definition video teleconferencing, reducing provider response times and

improving patient access while introducing new billable services to the corporation.

"I want to be sure that employees understand who our customers are and just what we are supporting in our jobs." ~ Spencer

SAN LUIS VALLEY REGIONAL MEDICAL CENTER Alamosa, CO 2004 2008

$105 million Regional Integrated Delivery System with full-service acute care hospital, multi-specialty physician practice, critical

access hospital, and stand-alone rehabilitation center.

Chief Information Officer Lead the creation of high-performance, medical grade technology infrastructure.

Integrated technology operations across facilities, replaced and redesigned information systems and clinical

applications; centralized operational leadership strategy, managing multifunctional clinical and technology staff,

creating a customer-focused culture.

Transformed systems, applications, and processes, receiving significant positive media coverage and directly

contributing $20M of a $90M, three-year revenue increase.

Incorporated revenue cycle management into McKesson Paragon HIS rebuild, slashing unbilled accounts by

$2.8M, decreasing AR cycle from 130 days to less than 50, and increasing days of cash-on-hand by 90 days.

Streamlined integration of SLVRMC's newly acquired multi-specialty physician practice and joint venture

Critical Access Hospital, bringing clinic online within 15 days, beating target by 60+ days.

Consolidated integrated support system, saving over $1M annually while maintaining service levels.

Repaired broken relationship with hospital's primary system vendor, McKesson, and reinstalled McKesson's

Paragon hospital information system with functionality across all business, clinical, and ancillary

departments achieving a 90%+ system utilization from previous 20%.

Delivered a 40%+ improvement in customer service scores leading integration of biomedical engineering and

facilities management. Centralized customer support infrastructure and strengthened interdepartmental

relationships.

Saved $85K by renegotiating telecommunications/data systems provider contracts and incorporating design-

build methodology for acquisition and joint venture infrastructure expansion.

METHODIST HEALTHCARE SYSTEM Houston, TX 2000 2004

Academic medical center and four community hospitals serving the greater Houston area. Recognized as one of America's Best

Hospitals by U.S. News & World Report and nationally ranked in 11 specialties.

Instrumental during center s large-scale multi-million dollar healthcare facility expansion. Executive Strengths Exercised:

Technology Design & Build, Construction Oversight, Staff Hiring & Training, Technology Systems Operations &

Compliance, Productivity & Efficiency Improvement, IT Quality Management, Multi-Hospital Enterprise-Wide Technology

Upgrades, Development and management of new "shared-services" group.

Corporate Director Community Hospital Technology Ensured operating requirements and revenue growth

feasibility; recruited to work with primary contractor during design-build of the Methodist Willowbrook Hospital.

Involved from architectural design (workflow and physical plant) through grand opening completing needs

assessment, systems/hardware purchase, and development testing in 5 months - enabling an on-time, fully

operational opening. Assumed technology operations leadership role after completion, reporting to the Chief

Information Officer. Hired technology staff of 39, synergizing their efforts with additional 100 staff at Methodist s

corporate technology offices. Developed a culture within the shared-services group supported and melded with

Spencer Hamons Page 3

"CIOs must examine new technologies, considering different levels of risk the organization can sustain and accept!"

the corporate culture across 3 community hospitals, ranging in size from 115 beds to 251 beds. Presided over

connectivity, workstations, telephony, television system, security cameras, and pharmacy automation. Prepared

and administered budgets, strategic plans, and departmental policies structuring IT operations at all hospitals.

Mounted a central technology strategy for all Methodist Health Care System facilities, incorporating a single

hospital and clinical information system and shared service group, supporting all locations while reducing

headcount without jeopardizing efficiency

Enabled preliminary Joint Commission Accreditation 15 days after grand opening, confirmed during follow-up

visit six months later.

Developed and implemented first U.S. mobile real-time cardiac monitoring system in conjunction with HP

Medical and Verizon. Installed multiple electronic medical record systems, including Meditech Client-Server,

Cerner, and Epic, and developed first two-way integration of GE Centricity PACS with Meditech Client-Server.

"I want to be the shining example of what you can do if you put the resources toward IT, put the right people in place

~ Quoted in CIO DECISIONS, June 2007

EARLY CAREER HISTORY

Progressed with Columbia/HCA Health Care, earning promotion to Director of Information Technology for

Texas Orthopedic Hospital in 1999. Positioned in IT Director role to restructure IT operations and processes,

building a strong customer service culture while decreasing budget by 8%.

Previous roles with Columbia/HCA Health Care included Interim Director of Information Technology (1998) and

Year 2000 Coordinator (1997 1999) for Conroe Medical Center; Cardiac Telemetry/Cardiac Cath Lab Technician

and Paramedic (1993 1997).

Military Experience

Platoon Sergeant (1993 2000) / Combat Medical Specialist United States Army (1991 1993). Led 24 Combat

Medical Specialists as Platoon Sergeant and served as Network Administrator and Security Specialist. Recognized

as the 49th Armored Division Support Command "Soldier of the Year" in 1997. Awarded Expert Field Medical

Badge, Army Commendation Medal, and two Army Achievement Medals for exemplary service.

E DUCATION & P ROFESSIONAL D EVELOPMENT

COLORADO STATE UNIVERSITY-GLOBAL CAMPUS Ft. Collins, CO

Master of Science in Organizational Leadership Specialization in Strategic Innovation and Change

Management. 4.0 GPA / Graduated with Academic Honors / Commencement Speaker (CLICK HERE TO VIEW).

Bachelor of Science in Business Administration Specialization in Leadership and Organizational Studies. 4.0

GPA / Graduated with Academic Honors.

Affiliations

American College of Healthcare Executives (ACHE) College of Health Information Management Executives

(CHIME) Health Information Management Systems Society (HIMSS) Project Management Institute (PMI)

Board of Directors Alaska Healthcare Executive Network (AHEN)

Colorado Regional Health Information Organization (2005 2009) Insight Board of Directors CIO Forum (2006

2008) The Joint Commission Health IT Advisory Panel (2005 2007) Insight National Chairman

Infrastructure SIG (2005 2008), Advanced Micro Devices Executive Advisory Panel (2001 2004).

Publications & Presentations

Copies of published papers and featured articles are AVAILABLE ONLINE. Interested parties are welcome to view

references AT THIS LINK.

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