Executive Management, Program / Project Management

CHRISTIAN “KIP” KELLY

Healthcare IT professional - More than 25 years of management and consulting experience including: executive management, relationship management, account management, program/project management, change management, system & operational optimization, business development, and strategic planning / assessments. I am comfortable interacting with C–Suite and other executive management, I have excellent verbal and written communication skills, I am considered to be a trusted advisor, and I have a proven history of results driven successes. Focused on strategy and the big picture, but able to manage the details.

- PROFESSIONAL EXPERIENCE –

08/2011 – PRESENT Destination Point Consulting, LLC Hume, VA

Principal, President, & Owner – Specializing in Healthcare Information Systems Executive Management and Large-Scale Clinical Information Systems Program/Project Management

Managed and developed client relationships.

Business development.

Account management.

Provided interim executive management as the IT Director of a mid-western not-for profit hospital. Responsible for ensuring EHR optimization across the organization, working directly with C-Suite and organization Executives, including clinicians.

Served as Program Director on multiple EHR/EMR enterprise level implementations and upgrades ($10MM to $50MM+) managing large cross-functional matrixed teams (>50 people) in a variety of different types of organizations and system specialties, including:

oClinical Information System EHRs (COTS), including Ambulatory Clinics

oPhysician Practice Management EMRs

oPharmacy Systems

oAncillary Systems – Lab, Rad, Pt. Financials, Records Manager

oElectronic Medication Administration Record (eMAR), incl. Bar Code Medication Administration (BCMA)

oSurgical Information Systems

oCase Management / Utilization Management Systems

oAcademic Medical Centers, and Community Hospitals

oMulti-Facility Organizations – Acute care and Ambulatory care

oLarge-Scale Physician Practice Networks

Developed Program Governance structures.

Responsible for proposal development.

Developed Project Management Office (PMO) assets, policies, and procedures.

Excellent collaboration, team building and relationship management skills.

Successfully delivered Meaningful Use, Stages 1 and 2, attestation.

Successfully managed multiple concurrent programs/projects to time, scope, and budget.

Led multi-disciplinary cross-functional matrixed teams of more than 50 people.

Directed and/or developed program/project:

oComplex multi-threaded program/project plans

oFinancials / Budgets

oCharter & Scope documents

oResource matrices

oGovernance structures

oOrganizational structures

Provided product agnostic program/project management for COTS and custom system development (SDLC).

Created and presented C-Suite, Executive level, reports.

Successfully identified and managed risks by developing risk mitigation strategies.

Managed client resources, third-party vendors and consultants to form a cohesive team.

Provided overall subject matter expertise, guidance, recommendations, and lessons learned.

04/2017 – 07/2018 Leidos Health Reston, VA

Senior Management Consultant – Specializing in Healthcare Information Systems Executive Management and Large-Scale Clinical Information Systems Program/Project Management

Specialized in healthcare information systems (IS) account and executive management for large-scale clinical IS program/portfolios/projects.

Managed client relationships.

Reporting directly to the CIO, Program Director for nationwide, multi-facility, specialty (oncology) acute and ambulatory healthcare system’s EHR implementation/upgrade - Consolidating databases (three into one), standardizing content and processes, integrating existing CRM and ancillary system, and moving to a remote hosted solution.

Facilitated Program Governance development.

Sales - Directly responsible for more than $1MM in add-on sales.

Resource management – Managed, coordinated, and mentored program resources for more than 16 project work streams – including 10 project managers, clinicians, clinical and business analysts, and vendor resources.

Established and oversaw change management team and processes to support multi-site nationwide EHR implementation.

Developed program management artifacts including business requirements, RACI document, communications plan, risk assessment and mitigation plan, and a monthly executive status report to support a waterfall / hybrid Agile system development.

04/2014 – 04/2017 Conduent Alexandria, VA

(Formerly: Xerox Consultant Company)

Senior Management Consultant – Specializing in Healthcare Information Systems Executive Management and Large-Scale Clinical Information Systems Program/Project Management

Client IT Executive/Program Director overseeing the relocation of a large health system’s 90 bed community hospital to a new facility and the concurrent implementation of a replacement EHR (Cerner Millennium); reporting directly to the CIO. Implementation included standardizing processes/workflows/content, adoption (Physician Track), and infrastructure replacement.

Developed Program Governance structures.

Managed client relationships.

Provided account, program, and budget management for more than 15 related projects.

Facilitated development of Population Health, Value Based Healthcare, & Big Data (Analytics) interactive content to be used as sales and educational tools.

Sales - Directly responsible for more than $3MM of add-on sales.

Developed a Strategic Project Assessment and Roadmap for an EMR replacement at a large health system’s 90 bed community hospital - with the goals of supporting interoperability, managing the health of populations and individual patients, the exchange and integration of clinical information across the continuum of care, patient access to their complete health record, and revenue cycle alignment.

Developed a Five Year Strategic Desktop Plan and Roadmap for a southwestern regional hospital and their associated remote clinics. This included performing a detailed Strengths, Weaknesses, Opportunities, and Threats (SWOT) assessment, interviewing more than 25 organizational leaders, visiting more than 10 clinics and/or departments, reviewed the current hardware and application inventory, performed a life cycle analysis, reviewed existing hardware refresh and security policies and procedures, and reviewed the IT support model and staffing levels. Presented our findings and recommendations to the Chief Information Officer.

Provided interim executive leadership, as the IT Director, managing more than 30 people on cross-functional teams, ensured team communication, documentation of appropriate processes, delegated responsibilities as required, and mentored and guided staff.

Project Director for a Strategic Business and End-User Adoption assessment for a Cerner Millennium hospital and their associated clinics and physician offices (80+). Responsible for identifying system, business requirements, workflow, education, and adoption gaps and delivering a comprehensive action plan and roadmap to the CEO and the Executive team.

Program / Project Manager (using PMI best practices) for a prestigious mid-western academic medical center, providing subject matter expertise for concurrent Bar Code Medication Administration (BCMA) and Orders Reconciliation projects; reporting to the CIO and CMIO. Responsible for PMO activities – budget management, risk management, resource management, and project plan management. Ensured satisfied clinicians and managed clinical department resources involved in the project. Played an instrumental role in planning and delivering other successful projects in support of Meaningful Use.

01/2010 – 08/2011 City of Hope National Medical Center Duarte, CA

Director – Clinical Information Systems Program Management

Managed more than 50 cross-functional matrixed resources. Responsible for communication, process improvement (LEAN), and delegating responsibilities.

Directed the creation and revision of multiple interrelated program/project plans; program resourcing; program governance; decision making; business requirements, scope definition; project charters; program milestones; and integration requirements for a $60MM+ EHR/EMR remote hosted system implementation.

P&L responsibility

Responsible for vendor contract management and consultant relationships.

Developed and managed detailed program budgets and financial monitoring tools.

Presented the CIS Program budget to hospital Executive (COO/CFO) leadership.

Identified key risks and issues, and defined mitigation strategies.

Developed Project Management Office (PMO) assets, and policies and procedures.

Developed and delivered weekly Executive presentations and status reporting.

Provided mentoring and guidance of staff.

Consulted on complimentary project related planning activities.

11/2009 – 01/2010 Hoag Hospital Newport Beach, CA

PMO Program Manager – Clinical Applications

Managed a team of four Implementation Project Managers, 25+ Clinical Analysts, and Enterprise Support Services. Provided leadership, guidance, and mentoring for the team as well as an escalation point for project, program and operational risks and issues.

Responsible for ensuring successful program/project execution including program/project strategies, budgets, supporting clinical workflows, project plans, clinical and business reporting, financial controls and all appropriate project document using the Project Management Methodology (PMM – based on PMI practices). Projects included, but were not limited to, new application deployments (Commercial off the Shelf (COTS) and custom), process improvement, application, and technical upgrades, feature/function enhancements and technical infrastructure enhancements.

Developed Project Management Office (PMO) assets (tools and templates) and policies and procedures.

Oversaw and coordinated the implementation efforts of clinical applications in support of opening of a net new hospital.

05/2005 – 04/2009 CSC Consulting Fairfax, VA

(Formerly, First Consulting Group)

Senior Manager

Project/Program Manager for a distressed Eclipsys SCM upgrade implementation.

oReplaced existing project manager, developed a plan to focus the resources on their critical path tasks, put the project back on schedule, and implemented as scheduled. Within one month the project was back on track and successfully went live on schedule.

Acting Director of IT Deployment for a multi-national dialysis company.

oManaged the deployment resources for a multi-year $100MM clinical and business systems implementation.

oDeveloped the implementation strategy to deploy clinical and business systems, and the associated hardware, nationwide across 1,500 + facilities.

Interim Director of Patient Financial Systems for a five-hospital health system.

oResponsible for day to day operations for Patient Accounts, Medical Records and Decision Support.

oEvaluate existing staffing levels and recommend future organizational model.

Provided management oversight and leadership for a failing surgery system implementation.

oEstablished a PMO and completed the project on time, in scope, and on budget.

Program/Project Manager for various initiatives including:

oUtilization/Case Management software implementation across five hospitals.

Program Manager for a large national hospital system.

oCoordinated and developed implementation methodology and readiness activities for multiple national deployment initiatives.

06/2003 – 05/2005 Allscripts Atlanta, GA

(Formerly, Eclipsys Corporation)

Project Manager - Practice Manager

Responsible for the planning, organization, management, and integration of all clinical transformation activities (including: clinical adoption, knowledge and content management, and workflow/processes - current state analysis and future state redesign).

Directed the successful implementation of Eclipsys’ Sunrise Clinical Manager (SCM) at a Health Systems 800 bed academic medical center and a 200 bed hospital, following PMI best practices.

Engagement manager for the clinical transformation at an 800 bed academic medical center; including: workflow/process redesign, clinical adoption, outcomes measurements, and Knowledge Based Content (KBC).

Successfully managed implementation teams of 10 to 50 matrixed client, vendor, and third-party resources during multiple projects.

Concurrently managed multiple implementation projects and project teams.

Developed and maintained all project documentation including Project Charter, Project Scope, Project Plan, Budget, Risks and mitigation strategies, Issues Tracking, and C-Suite/Executive Status Reports.

Risk Management – Identified and developed mitigation strategies and recommended Solutions.

Proactively managed budget variances by recommending and implementing corrective action.

01/1999 – 05/2003 PricewaterhouseCoopers, LLP Philadelphia, PA

Senior Consultant

Assisted in the business development of more than $5 million in new and add-on sales.

Functioned in the Engagement/Program/Project Management capacity on numerous engagements. Responsibilities included staffing, budget, quality control, presentations, team leadership and client relationship management.

Directed end to end software implementation projects and teams.

Developed policies & procedures for cash posting, operations, and due diligence reporting.

Development of detailed application system and technology requirements for Requests For Proposals (RFP’s).

Performed practice management system audits, system capability analysis, business process reviews, staffing, and operation evaluations.

Provided technical knowledge and industry expertise in analyzing and documenting client’s business requirements.

Conducted numerous business processes analysis and reviews.

Developed Service Level Agreements (SLA’s) for the Information Management department of a large hospital chain in the Southeast.

Program Manager for the development (SDLC) of a custom integrated billing software solution for a healthcare and disability management company.

06/1995 – 01/1999 Misys Healthcare Raleigh, NC

(Formerly, Medic Computer Systems, now Allscripts)

Senior Project Manager

Successfully managed implementations in more than 125 offices representing approximately 225 providers and more than 750 end users following PMI best practices.

Performed practice reviews to assess software and hardware requirements, workflow efficiencies and resource needs.

Liaison between Misys corporate and the client including senior management (C-Suite), Operations, Support, Billing Office, and Information Technology.

Projects ranged in size from five primary care provider groups up to 50+ providers, multi-specialty physician groups, and hospital networks.

Interfaced on a daily basis with senior management, consultants, physicians and office staff for site implementation, training requirements, and utilization reviews.

Coordinated all training, support and implementation resources as well as escalating all outstanding issues through the proper channels for resolution.

Managed field implementations of Practice Management package, mainframe computer system, client server network and any associated hardware for Managed Services Organization client environments as well as single and multi-practice specialties.

Consulted with clients to provide maximum benefit of the Practice Management package and other company products and services.

Conducted Project Management training based on PMI best.

- EDUCATION -

UNIVERSITY OF ATLANTA (Formerly, BARRINGTON UNIVERSITY) - BS, Business

- ADVANCED SKILLS -

Executive Management

Program / Project Management

Portfolio Management

Strategic Planning

Negotiation

Strong Communication, Facilitation, Influence, and Interface Skills

C-Level Executive Relations

Client Partner / Vendor Relationship Management

Change Management

Proposal Development

Software Selection

Engagement Management

Relationship Development / Management

Risk Management

Financial Management

Organization Development

Resource Management

Problem Solving

Project Scope

Project Planning

Project Definition

Project Execution

Project Control

Project Closure

Budget Management

Process Improvement (LEAN)

Business Requirements

EHR / EMR Implementation Management

System Development (SDLC / Waterfall)

Software Testing

Business Development

P&L responsibility

Service Level Agreement (SLA) development

Microsoft Office – Outlook, Word, Excel, PowerPoint

MS Project

Microsoft Visio

Microsoft SharePoint

Pursuing PMP Certification

Willing to travel up to 100%

Open to relocation

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