Michael Aaron Reich, PMP

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***** ****** **** *******, ********* MD 20850 Cell:301-***-**** ad1c5s@r.postjobfree.com Summary

Michael is a result oriented, certified Project Management Professional (PMP) with more than 26 years of healthcare PMO, portfolio, program, and project management experience in both federal and commercial environments. Michael has extensive experience building and leading large high-performing teams and delivering transformative results utilizing industry best practices and methodologies. He has more than 26 years of experience in business strategy and information systems, from acquisition and planning, to implementation, and through operations. He is uniquely skilled at resolving programs in crisis and executing on executive strategy. Core Competencies

• Organizational Transformation

• Program and Project Management

• Portfolio Governance Implementation

• Cross Functional Team Management

• Business Process Reengineering

• Large Scale System Implementation

• Project Management Office (PMO)

• Team Leadership, Development and Mentorship

• SDLC/PMLC Methodologies

• Continuous Process Improvement

• Business Strategy Development and Execution

• Program Crisis Containment and Resolution

Professional Experience

Vice President of Transformation, Centene Corporation – Remote November 2022 – Present Deliver standardization, execution, and governance of value capture initiatives with the goal of elimination of waste and to drive cost reductions aligned with strategic business objectives. Leads a team of seasoned VPs and senior directors providing strategy, continuous improvement, and transformative delivery, through portfolio governance oversight, program management and project execution.

• Manage Platform Consolidation activities with a goal of $700M in efficiencies over 5-7 years. Vice President of Transformation, Magellan Health – Remote March 2020 – November 2022 Directed the enterprise transformation strategy and process, as well as leading the strategic transformation initiatives for respective business units. Worked to enhance performance through continuous improvement, digital transformation, operational execution excellence and leadership. Established transformation objectives, as well as implemented, monitored, measured, and refined objectives to ensure positive outcomes and alignment with enterprise performance goals.

• Reduced run rate by over $100M during 2+ years at Magellan. Director of Transformation, Versant Health – Linthicum, MD July 2018 – March 2020 Responsible for strategic multi-year organizational transformation initiatives from requirements through implementation. Created portfolio-level leadership and governance, creating policies, processes, and procedures to track deliverables, budgets, timelines and making sure that adequate quality is present to meet the needs of the organization. Responsible for transformation delivery and quality, leading and collaborating to achieve results across the Enterprise including both business and IT executives and stakeholders. Generated strong alignment across the various stakeholders by guiding and influencing the process, and providing strategic insights, fostering communication, and increasing collaboration.

• Delivered implementation of a new provider portal within one year of inception of the project, providing access to over 20,000 eye-care providers.

• Delivered key projects promoting organizational effectiveness and driving efficiencies.

• Matured lifecycle practices for Versant Health strategic projects across the organization. Director of Business Excellence, Generali Global Assistance – Bethesda, MD May 2017 – July 2018 Responsible for the planning, execution, and management of the strategy and roadmap for Travel Insurance and Identity Theft Protection lines of business. Defined and executed strategic initiatives, identified, and prioritized development initiatives and deployment of technology and services. Provided executive oversight and management of technology programs/projects, related governance processes, methodologies, procedures, tools, and templates to ensure optimal project execution on time, on budget, and within scope. Accountable for the development and management of centralized services including implementation of repeatable project management methods, Michael Aaron Reich, PMP

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project portfolio prioritization, tracking and reporting, planning, as well as scheduling, estimating, and risk management. Built and maintained a high-performance team through effective performance management, career development, and coaching of staff. Senior Manager, Optimity Advisors, Inc. – Washington, DC October 2014 – May 2017

• Engagement lead for a National Behavioral Health Client’s Service Center Transformation. Advised client on strategy and development of a future state roadmap for the transformation of a key service center. This included the transformation and implementation plan for all current client accounts. Prioritized and developed a future state roadmap and implementation plan for all clinical, claims, and account management projects.

• Engagement lead for a National Behavioral Health Client analyzing corporate service center intake processes to consolidate into a single unified experience. Conducted rapid end-to-end people, process, and technology assessment across the US service centers, applying industry best practices and benchmarks to identify areas of improvement. Proposed, prioritized and developed a roadmap for immediate and long-term improvements. Managed end-to-end vendor procurement to reduce operational costs, decrease claim turnaround time, and increase claim auto-adjudication rate.

• Program lead for a National Integrated Health Plan to convert Medicare Risk to Medicare Advantage (MA) and convert members to the new MA line of business.

Manager, Optimity Advisors, Inc. – Washington, DC March 2012 – October 2014 Implemented two new Medicaid lines of business for a large national Managed Care Organization (MCO). Applied a deep knowledge of project management and health care industry to deliver results that transformed the MCO. Managed multiple groups of team members

(100+ IT individuals per line of business) that were matrixed to an IT Project Manager/Overall Delivery Lead. Delivered results through the use of a mature Software Development Life Cycle (SDLC). Provided technical and business leadership, planning and execution on all aspects of delivery from requirements through the SDLC to implementation, including contingency planning, post-production support period, an operations plan and lessons learned for future projects.

• Managed project plans, budgets, and resources across two major initiatives totaling more than $5M per year, delivering seamlessly, on time with positive results.

• Managed issues, risks, changes, and reporting to leadership across both programs, following standard change control processes to mitigate and minimize risk and impact to project delivery.

• Built the infrastructure for over 30K new Medicaid members to begin to receive care within the first year of operations. Project Director, CareFirst BlueCross BlueShield, Inc. – Baltimore, MD January 2009 – March 2012 As the corporate lead for the CareFirst Primary Care Medical Home (PCMH) Program, I was responsible for shaping the concept, implementing the IT systems, and oversight of all operational activities. Worked with the CMO and the CEO to develop the program description. Directed all facets of PCMH program ensuring implementation aligned with the goals set by the CEO. Applied my comprehensive understanding of medical, corporate business and project management skillsets to direct the large scale, highly complex program. Served as the overall business owner, responsible for the company-wide operations of the program, delivered the portfolio of work streams on time and under budget and established a baseline for the inaugural year of the program. Directed the complete project development life cycle throughout the first two years of implementation providing direction, prioritization, and motivation for the team, while meeting changing demands of work fluctuations, budget constraints, and schedule deadlines, ensuring an efficient and high-quality implementation of all new PCMH business capabilities, software and systems. As the senior relationship manager for PCMH, my responsibilities included daily interactions with the CEO, executive management, team members, functional users, vendors, and consultants, where I provided guidance on all aspects of PCMH to ensure the successful launch of the program.

• Managed overall delivery of the Care First PCMH Program with both direct and matrixed staff exceeding 300 FTEs.

• Directed all aspects of PCMH with a budget exceeding $40 million.

• Implemented IT systems for CareFirst's top priority initiative within two years of conceptualization of the PCMH Program.

• Over a three-month period, recruited over 2,000 PCPs to participate in the program in its initial year. PMO Program Manager, CareFirst BlueCross BlueShield, Inc. – Baltimore, MD October 2006 – January 2009 Managed a complex, program of multiple high-risk strategic projects involving external vendors that span the organization. Used a comprehensive understanding of corporate strategic imperatives, the full IT Systems Development Life Cycle (SDLC), and the Project Management Life Cycle (PMLC) to ensure compliance with organization goals and timelines. Managed the assignment, development, and performance of project managers within the program. Ensured delivery of projects, and all aspects of the program through issue/risk management, and communication regarding delivery efforts of the program to directors and executives of other Michael Aaron Reich, PMP

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departments. Provided leadership and influence for executives, VPs and the CEO in the selection and delivery of CareFirst corporate initiatives, enabling the business to meet the future goals and objectives prioritized by the CareFirst governance boards. Ensured alignment with the overall corporate strategic plan by focusing on compliance, procedures, and governance to achieve program goals.

• Managed multiple corporate initiatives with a combined program budget exceeding $45 million.

• Implemented projects that have significant legal and financial impact to CareFirst Business.

• Developed the CareFirst Long Range Strategic Plan (a 3-5-year strategic roadmap for corporate initiatives) as part of the Corporate Leadership Team.

• Developed and implemented process and governance for the PMO and project management at CareFirst receiving CMMI Level 3 appraisal in 2007.

• Coached and mentored staff in Program/Project Management, Process, and Business Strategy. Associate, Booz Allen Hamilton, Inc. – Rockville, MD May 2000 – October 2006 Performed business process reengineering, management and team leadership, systems development, business analysis, and various aspects of user training on a variety of projects. Lead successful projects serving as a team lead, and a manager for both internal Booz Allen Hamilton projects and external projects in the federal sector. Lead help desk; software development; remediation; business; and management teams; delivering results for the Department of Health and Human Services and the Food and Drug Administration initiatives. Used expertise in the fields of project management, full systems life cycle management, production, and user support, within the federal and commercial healthcare industry to deliver results for clients.

• Managed planning and implementation of a shared services organizational structure for Booz Allen Hamilton’s internal human resources division, reorganizing and retraining over 400 Booz Allen Hamilton Associates.

• Participated in and managed all phases of a development life cycle with both software maintenance and development projects ranging from $1 million to over $15 million.

• Coached and mentored staff in Program/Project Management, Process, and Business Strategy. Senior Consultant, Keane, Inc. – Rockville, MD July 1998 – May 2000 Successfully managed a team of consultants on a critical application development project. Assumed a leadership role in the assessment, testing and documentation of more than one thousand products for a Year 2000 remediation project. Consultant, Keane, Inc. – Rockville, MD January 1997 – July 1998 Process lead managing call support including production problems and user support issues. Software Configuration Management

(SCM) Coordinator ensuring configuration management on all platforms of the engagement. Ensured maintenance, enhancements, and improvements to applications, including resolving production problems and user issues. Affiliations

Project Management Institute’s Project Management Professional Certification (PMP), August 2004 Education

Post MBA Certificate, Accounting, The George Washington University MBA, International Business (Finance-Banking), The George Washington University BS, Finance, The University of Maryland at College Park Certificate, East Asian Studies, The University of Maryland at College Park

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