• Cut transcription errors by 90% through implementation of secure web-based system against which to check patient information accuracies in order to avoid data rejection. For more information, click here.
  
  
• Engineered and implemented system to standardize transcription notes, resulting in 18% improvement in transcription efficiency. For more information, click here.
  
  
• Engineered and implemented system to standardize transcription notes, resulting in 18% improvement in transcription efficiency. For more information, click here.
  
  
• Devised processes to include user input during each phase of instructional design.
  
  
• Produced and distributed quarterly training schedule to ensure timely registration for all classes.
  
  
• Conceived and initiated online secure patient information viewing tool called Onlivia, allowing providers to access critical patient data and to review and sign notes from anywhere during off-hours utilizing an online encrypted signature. Tool became foundational piece of company’s technology, and now includes patient drug lists, problems, and comments.
  
  
• Effected special databases for training that were set up to restore from backup copy nightly to allow renewable data for each class and ensure that classroom exercises worked properly.

• Synchronized teams in 16 locations to successfully complete Y2K testing on a Sunday morning. Team members executed entire project with flying colors, and were recognized for their extra efforts working on a holiday weekend. For more information, click here.
  
  
• Increased trainer availability to help meet the needs of the greater organization while maintaining commitment to staff of allowing option of personal prep time. For more information, click here.
  
  
• Developed and oversaw staff of 50 instructors, both employed and contractors, including hiring, termination, and instructional development.
  
  
• Successfully managed Application Team of nine, including hiring of four analysts and a Mumps programmer, performance reports for the team, and disciplinary action as necessary.
  
  
• Built IT team from its inception to a full staff of five programmers and three technicians.
  
  
• Constructed training program from inception, including two classrooms, 16 trainers, and 35 hours of classroom instruction in six months.
  
  
• Drafted curriculum for MS Project, Database Modeling, and the Internet, used nationwide.
  
  
• Trained 550 employees on enterprise-wide initiative in 16 remote locations in 90 days with minimum business interruption by purchasing portable equipment (13 laptops and projector) and setting up training classrooms in each clinic location, arranging classes and staying at each location until all clinic employees were trained.

• Directed Y2K project comprising 12 teams from across the organization, promoting interdepartmental communication and planning, and averting all Y2K-related problems for the company. For more information, click here.
  
  
• Enacted ongoing training in cooperation with clinic managers (throughout medical clinic network) for enterprise-wide system launch that was delayed by 30 days, ensuring staff skills remained sharp and averting training-related problems on "go-live" day. For more information, click here.
  
  
• Coached and communicated with clinic managers of 16 medical network facilities in preparation for averting any Y2K hazards; by mid-December managers gave 92% highly satisfied rating in response to their Y2K readiness level.
  
  
• Generated and distributed a newsletter called "Y2K Countdown" highlighting company compliance as well as necessary preparations at home, instituting atmosphere of consistent communication with and among staff to prepare them for enterprise-wide change.
  
  
• Established remote registration system for 600 staff members to take multiple classes based on their roles in the organization, providing registration and confirmation plus tracking of test results for mandatory education averaging 16 hours or four classes per worker.

• Streamlined process for line-rate billing utilizing web-based tools and controls, cutting time necessary for billing by 91%. For more information, click here.
  
  
• Achieved 75% reduction in qualification time of transcriptionist hires through design of a web-based application and tracking system, increasing ability to process potential hires four-fold without increasing staffing. For more information, click here.

• Reduced department headcount by two in support of company cutbacks in budget and staffing, while successfully supporting affected staff in their search for new opportunities. For more information, click here.
  
  
• Grew infrastructure to support sales growth from $300K to $4M in annual revenue.
  
  
• Administered Y2K budget of $1.3M, finishing entire project $600K under budget.
  
  
• Trimmed departmental budget an average of 7% each year without compromising service levels.
  
  
• Formulated and successfully managed training budget in excess of $1M.

• Inaugurated new procedures to coordinate offsite trainers, resulting in 98% reduction in unexpected trainer absences and elimination of related client revenue loss For more information, click here.
  
  
• Framed interface specification standard to clearly communicate needs of company from vendors, the template for which was approved by team and loaded into library so analysts could use it at will.
  
  
• Instituted time-tracking system to determine departmental uses of IT resources in order to properly plan resource allocation. Status reports showing each department’s usage of IT resources resulted in 12% drop in requests for resources and future plan to bill back departments to appropriate overhead for IT.
  
  
• Cultivated clinic operations downtime procedures for company that are still in use five years later.

• Led integration of applications to accommodate assimilation of 12 new facilities into medical network and established training regimen for newly integrated staff, most of whom had no computer experience. For more information, click here.
  
  
• Successfully managed IT staff remotely, consisting of five programmers, three technicians, all technical decisions, future innovation, infrastructure implementations, and development methodologies.
  
  
• Evolved and implemented scheduling tool to provide instant visibility for classroom usage, including 14 classrooms in 4 locations, 50 trainers and offsite trainings, all previously tracked using paper-based system, allowing trainers’ schedules to be solidified two weeks in advance and minimizing double-booking incidents from 12% to 0.5%.

• Averted any interruption of business connected to Y2K by collaborating with all key partners in establishing standardized documentation and ensuring compliance prior to year end, including 120 relationships that were 100% compliant. For more information, click here.
  
  
• Facilitated steering committee to help prioritize new IT initiatives, involving end-users in allocation of critical resources and staff that allowed four major projects to be successfully completed in strict one-year timeframe.

• Managed Y2K project to successful completion, including 86 internal projects and 124 key vendor relationships.
  
  
• Executed successful completion of four concurrent key mainframe application implementations including IDX Clinical Repository, Radiology, Order Communications, and NDC Pharmacy systems while coordinating a transcription outsourcing project.
  
  
• Maintained project-wide Issues and Resolutions documentation, which was key after project closure for determining why specific decisions were made.
  
  
• Assumed management of delayed Pharmacy System project in collaboration with knowledgeable pharmacist who had started the project, preventing further delays and retaining pharmacist’s valuable expertise.

• Fostered key internal customer relationships to ensure IT needs were being addressed.
  
  
• Reported progress to IS Steering committee weekly using MS Project.

• Migrated technology infrastructure from outside vendor to in-house supported and operated, providing 22% less downtime.