Richard Singletary...

Jacksonville, FL • 407-***-**** • www.linkedin.com/in/richard-singletary-489aa91/ • adgoui@r.postjobfree.com

Flexible, influential Healthcare IT Executive/CIO with deep expertise building Project Management Offices (PMOs), advising senior leadership teams and managing IT finance and strategic planning processes. Financial background and broad leadership experience in product development, project management, strategy development and operations. Talent for creating and standardizing processes, driving long-term planning, developing/empowering people and influencing organizational culture. Member, CA Clarity PPM Product Advisory Council, Board of Directors; Bethany Christian Services Central Florida.

Project and Program Management: Identify and clearly communicate the business proposition supporting every project proposal. Consistently deliver projects on time and within scope by eliminating project bottlenecks and ensuring that resources are properly secured before launching a project. Specialize in managing customer expectations, generating long-range plans tied directly to organizational strategies, and accomplishing more by focusing on fewer initiatives.

Team Building and Employee Development: Hands-on leader who inspires teams to outperform expectations, and consistently deliver quality project results on time and within scope. Hold people accountable while providing the tools and pathways for success and growth. Excel at developing, launching and managing internal certification programs that define career paths/training requirements and establish transparent advancement plans for IT professionals.

Cultural Transformation Leader and Problem Solver: Strategic problem solver who envisions smart solutions and executes with a sense of urgency. Skilled at building trusted relationships between IT and all supported business units while positioning IT as a valued partner to executive management teams. Guide IT culture toward project ROI and financial analysis.

Expertise Spanning Technology and Business Domains

Management Reporting

Recruiting and Hiring

Employee Development

Capacity Planning

Portfolio Governance

Lifecycle Management

Strategic Planning

Process Improvement

Process Reengineering

Business Analysis

Cost and Benefit Analysis

Product Development

Project and Portfolio Management (PPM)

PMO Building and Management

Budget Planning

Forecasting

CA Clarity

KPI Development

Driving Organizational Transformations that Improve Enterprise Performance

BAPTIST HEALTH JACKSONVILLE, Jacksonville FL 2019 – 2020

Baptist Health serves families throughout the region with high-quality, comprehensive care for every stage of life.

DIRECTOR, INFORMATION SERVICES PROGRAM MANAGEMENT OFFICE

Responsible for all aspects of project and program management across the Information Service portfolio. Development, implementation, and maturation of project management processes, portfolio governance, capacity planning and resource management. Led the team to provide the organization with transparent visibility into the portfolio of projects being demanded and their status. Participated in the multiple IS project Governance committees, facilitated project prioritization with senior leadership including C-Suite executives for a portfolio of more than 300 concurrent projects and an IS staff of just under 300. Managed as staff of 22 direct line project managers and dotted line of 18 more both employed and contract. Helped the team design a professional development program for the staff.

Drove the stabilization of project execution and documentation to improve enterprise reporting. Extended that transparent reporting to all levels of the organization including the C-Suite.

Facilitated a sense of commraderie among the project managers as a team rather than just a conglomerate of team members working their own book of projects.

Developed a capacity planning model using a rudimentary project portfolio management (PPM) tool with limited capability.

Drove the adoption of the PPM tool for full timekeeping compliance across 18 IS departments.

Built strong working relationships with several key operational leaders across the enterprise.

Worked with IS Finance to improve the level of fiscal control and visibility over the $120M Opex/Capex budget.

ORLANDO HEALTH, Orlando, FL 2011 – 2019

One of Florida's most comprehensive private, not-for-profit healthcare networks.

CORPORATE DIRECTOR, INFORMATION SYSTEMS PROJECTS AND PLANNING

Promoted to ensure consistent, predictable project delivery by bringing PMO to full maturity. Led efforts to establish enterprise portfolio governance process, align IT with Orlando Health strategic goals, formalize key deliverables and institute effective licensing controls. Served as de facto IS organization CFO directing 24 project managers, overseeing $158M OPEX/CAPEX budgets, supporting 100+ active projects and administering all hiring requests for 400+ person department. Produced annual IS Value Report and IS Strategic Plan updates. Created and maintained IS KPIs.

Evolved PMO into an active driver of enterprise performance by stabilizing project execution and bringing predictability to project delivery.

Reduced 6,000-project queue to 115 fully vetted, active projects.

Established comprehensive governance, capacity planning, resource management and phase-gate lifecycle management processes to guide entire project lifecycles from concept through delivery.

Shifted organization from fixed-duration/date-driven to role-based/effort-driven planning model.

Designed and implemented next-generation Enterprise Technology Governance process.

Tied all projects back to enterprise goals, requiring executive sponsors to take ownership of projects in the planning phase and creating relationship manager role as lead on all projects.

Reduced 41 disparate governance councils into two functional enterprise steering committees.

Implemented Snow for software license management ensuring legal compliance with software licensing.

MAYO CLINIC, Rochester, MN 2010 – 2011

World’s first and largest integrated, not-for-profit group medical practice in the world.

DIRECTOR OF PORTFOLIO AND PROJECT MANAGEMENT, GLOBAL PRODUCTS AND SERVICES DIVISION

Recruited to design and institute a PMO aligned with organizational and enterprise strategic objectives. Established project management/business analysis tools and processes, implemented central project portfolio management repository and developed portfolio analysis and governance processes supporting $40M annual project spend.

Instituted lifecycle management and new governance processes, consolidating 19 independent governance boards and managing delivery expectations through stage gates.

Set formal processes for requirements gathering and translation.

Ensured resources were allocated before projects launched.

Created and formalized standards for project forecasting, workflows and management.

Defined roles for and hired 30 project managers and business analysts and implemented professional development programs for each role.

As Enterprise PMO board member, recommended Clarity for CRM as a replacement for ineffective current system.

SYNPROMA CORPORATION, Franklin, TN 2006 – 2010

Project portfolio management and technology consulting firm with annual net revenue of approximately $500K.

SENIOR CONSULTANT AND CHIEF EXECUTIVE OFFICER

Built private consulting practice providing expertise in high-risk project management to enterprise clients. Advised clients on project governance and project lifecycle, portfolio and P&L management. Select Client Engagements include:

Nissan North America: Supported cross-country office move by rebuilding PMO, upgrading PPM and reporting processes.

Optimized CA Clarity to generate more visibility into North American data, while carefully maintaining Japan HQ reporting requirements.

Instituted processes to accurately and rapidly capture project/budget data.

Further supported office move by sourcing IT professionals to fill vacant roles.

Comdata: Set up PMO, implemented CA Clarity and drove efforts to automate redundant processes.

Improved financial forecasting/reporting and facilitated substantial labor cost reductions.

Enhanced data quality, on-time project delivery by eliminating manual processes.

SESAC: Helped music royalties management firm support enterprise growth by replacing outdated production and financial systems with a more robust and scalable solution.

Guided client through successful requirements gathering and systems definition process.

Created structured vendor selection process and RFP package, and helped manage RFP selection.

HCA (HOSPITAL CORPORATION OF AMERICA), Nashville, TN 2003 – 2006

World’s largest for-profit hospital management company.

ASSISTANT VICE PRESIDENT, PROJECT MANAGEMENT CENTER

Recruited to build out PMO and standardize project lifecycle, reporting and governance practices. Analyzed portfolio, budgets, progress and capacity while partnering with executive team to develop formal Performance Management System and Pay-for-Performance evaluation method. Owned $8.5M OPEX budget, managed 100+ concurrent projects ($250M annual CAPEX spend) and oversaw 75 FTEs.

Implemented cutting-edge Project, Program and Portfolio Management practices.

Accelerated productivity while aligning project portfolio with corporate strategies.

Increased production capacity 2.5X without increasing overhead or payrolls.

Launched formal PMO with highly structured project management and governance processes.

Improved project reporting, planning and on-time delivery rate.

Eliminated 75% of redundant forms, streamlining the process by consolidating and reducing documentation.

Implemented CA Clarity PPM enhancing resource/capacity planning and project financial forecasting/ reporting.

Early Career Experience

PMO Leader, GE Rail Services, Chicago, IL

Improved project/portfolio management capabilities and delivery quality by:

Standardizing processes and developing/implementing senior management reporting systems.

Developing budget reports that improved project performance forecasts.

Instituting best practices for collaboration tools and initiating Project Health Scorecard, providing an objective view of active projects.

Established coaching and training programs, leading 50+ classes in a single year. Coached/mentored 40 project managers and led project coaching on several major projects.

Project Management Consultant, Hewitt Associates, LLC, Lincolnshire, IL

Led high-risk projects and programs, including $225K business reorganization and the $50K strategic dual-mirrored data center development.

Contributed to development of Hewitt’s first PMO; first certified PMP in the department.

Information Systems Location Manager Project Manager, Hewitt Associates, LLC, Lincolnshire, IL

Successfully delivered on $85M IT infrastructure installation (4,000-seat office complex), $260K Remedy System deployment/enhancement and $20K multi-PC software implementation (up to 1,200 seats).

Shaved 15% of new-hire onboarding cost through by revising PC ordering process, reducing wait time from six weeks to two days.

Leading Engineering Laboratory Technician Radiological Controls Shift Supervisor, United States Navy, Submarine Forces, Atlantic Fleet

Education

MBA, Healthcare Management MBA, Global Technology Management

American Intercontinental University, Hoffman Estates, IL

BS, Psychology, Excelsior College, Albany, NY

Professional Certifications

Certified Project Management Professional (PMP) Masters Certificate, Project Management, George Washington University Certified ITIL v3 Foundations, ITIL Certified Professional Healthcare Information Management Systems Society (CPHIMSS) Certified Healthcare Chief Information Officer-Eligible (CHCIO), College of Healthcare Information Management Executives (CHIME) Certified Pragmatic Marketing Member American College of Healthcare Executives (ACHE)

DELIVERING RESULTS BY LEADING COMPANIES

THROUGH LARGE-SCALE BUSINESS TRANSFORMATION

Contact this candidate