- 20+ years Medical Informatics Advisory, Strategic and Tactical: Needs - Solutions Analysis, Vendor Sourcing, Funding Justification, RFP Vetting, Analytics and Build, Integration, Implementation and Workflow Optimization.
- Cardiology, Radiology and Ophthalmology Clinical Imaging Service Lines: Modalities and PACS
- Vendor Neutral Archives (VNA) - High Availability Systems (DICOM and Non-DICOM)
- Clinical Imaging and eHR implementation and integration
- Universal and Enterprise Viewers
- Team Building, Relationship Development and Management, Mediation, Communication, Interdisciplinary Team Leadership, Motivation and Expectations Management
- Program and Project Management, start-up, new process development, process redesign and process improvement
- Development, Scrum, Agile, Incremental, Iterative, Extract-Transform-Load (ETL), Critical Path and Waterfall project methodologies
- Volume-Based Fee-For-Service, Outcomes, Population and Value-Based Models
- Executive Leadership (C-Level) and Start-Up
- PMI methodology, MS Project and MS Visio
- Workflow re-engineering and optimization including Scribes, Template Development, Macros, Smart Text, Voice Recognition-Dragon Natural Speaking & PowerScribe 360
- Epic, Epic Radiant and Epic Cupid integration
- Physician’s Assistant (PA-C)
- Revenue Cycle Management and Contracting
- IT architecture, VM infrastructure, domains - network development, storage, interfaces-HL7 messaging, security and redundant solutions
- Data consolidation including reconciliation, migration, validation and DICOM conversion
- Overcoming Obstacles; Problem Solving eCulture Development and Re-Engineering
- Enterprise modality standardization and core applications development; new and replacement
- Software development (SDLC)
Sr. Project Manager
- Managing the process of change is critical to success. In the era of ever-growing data, greater regulatory requirements, and performance-based care models it’s critical to optimize and have a strategy to manage and utilize your organization’s data. Medical informatics facilitates volume based fee-for-service, outcomes, population and value-based care models.
- Medical informatics is the science and art of modeling and recording real-world clinical details and events into computable data for care which is then used to derive real time actionable information and analytics. IT tenets include stability, reliability, predictability and security directly relate to IT architecture, application(s) build and connectivity. A critical component of eSolutions is revenue cycle management.
Subject Matter Expert (Consultant)
- Confidential is a world-renowned think tank-primary research partner that connects investors and businesses to critical intelligence.
- The Third Bridge team of research professionals and consultant subject matter experts (SME) understand the nuances of each market.
- Their global coverage provides a uniquely broad and local viewpoint in whichever territory or sector their clients are operating or investigating.
- I serve this prestigious group as a SME in the areas of healthcare electronic systems implementation and integration - IT/IS for eMRs, eHRs, PACS and VNAs (DICOM and Non-DICOM), Health Information Exchanges (HIE), diagnostic instrument integration (non-PACS systems and HL7), Health Information Management (HIM) and telemedicine.
- They are not content to find an answer; they seek to find the best possible answers for their clients.
Sr. Project Manager
- This complex health system initiative included complete infrastructure re-architecture and build, significant software development, service line system consolidation, data reconciliation and migrations, DICOM conversions and we decommissioned several PACS.
- Consolidating and decommissioning increased support efficiency and significantly reduced licensing and support expense.
- The new imaging architecture was state-of-art, obviated hundreds of Epic HL7 interfaces, automated charge capture and all study migrations reconciled the DICOM header metadata to the new Epic MRN.
- This project integrated all Cardiology and Radiology clinical imaging and diagnostic systems with Epic, Epic Cupid and Epic Radiant.
- Testing Methodology: Development software, interfaces and new infrastructure went through appropriate incremental testing including mapped record testing, functional testing and finally Epic integrated testing in our Dev or Test environments and in Prod prior to each go-live. VNA synchronization was tested; IHE IOCM DIMSE messaging compliance issues were resolved.
- Implementation Strategy: Imaging cutover to a core system paralleled the site Epic go-live. Core and legacy systems needed to be maintained, updated and supported to keep all data in sync and for day-to-day operations during the Epic implementation. Workflow was re-engineered, optimized and standardized for diagnostic devices by service line and imaging modality type, taught and go-live supported across all sites. Major projects included
Sr. Project Manager
- Led onsite team composed of 3 workflow analysts, 5 forms-template builders and 2 trainers (with cross functional capability) and coordinated the IT/IS deliverables with the CIO. Deep trained the new workflow and tools to 14 SuperUsers. Coordinated staff and physician with the site Managers.
- Optimized workflow and CPOE; significant eMR template customization, macro development and implementation by Provider type (Primary Care and Specialists)
- Implemented Dragon Medical Practice Edition 2 to facilitate provider dictation; eliminated external transcription
- Trained and implemented scribes for high volume services
- Configured customized compliance and productivity reports (aggregate and by specialty)
Sr. Project Manager: eMR Implementation (Consultant)
- Implemented the client selected GE Centricity v9.8 eMR and HL7 interfaced with McKesson ePM with minimal clinic disruption. This required a SQL to Oracle database conversion.
- Built new infrastructure (VM farm) to meet GE specifications
- Governance: created project Executive Committee with the 3 Medical Directors, 2 VP’s - Operations and Clinical Services and the CIO. Formed an Implementation Committee involving one physician champion per specialty to facilitate template adoption, planning and communication.
- Led 105 physician champion meetings to: mentor, determine “basic” clinical content needs for template modification and set expectations
- Led onsite team composed of vendor 2 technical representatives (application and DB), 3 analysts, 3 forms-template builders and 3 trainers (with cross functional capability) and coordinated the IT/IS deliverables with the MSO CIO
- Managed the chart abstraction and clinical workflow re-engineering with physicians, nurses and project analysts to move from paper to Centricity eMR charting per the project Charter; Informatics optimization tools like Dragon Naturally Speaking, scribes, macros and custom templates were not allowed
- Collaborated with MSO senior management for implementation planning, coordination and HL7 design for routing and managing different specialty workflows, lab naming conventions & routing, charge capture & validation, etc.
- Work directly with coding and billing department to determine service orders, designing content and CPOE build
- Completed Primary Care MU Stage II attestation and 80% MU Stage I Specialists attestation.
Business, Operations and Clinical Services Development (Consultant)
- An ambitious federal space Indian Treaty contract (1876) Section X tribal medicine 8(a) project to deliver complete medical and dental services to 52 disparate Indian tribes on reservations with complete interoperability that included local critical access hospitals (using HIEs).
- Authored complete business and clinical plans and the project pro-forma for CMS grant approval and MSO stock sales.
- Sumeshco encompasses all aspects of providing tribal health primary care services including but not limited to facility development (improvements to major construction), physician recruitment - contracting, staff modeling, IT/IS development, compliance and an interoperable eHR and integrated PACS for all sites. An FQHC 501(c)3 design including a 330/330H grant is the operations and reporting model.
- The MSO will deliver centralized HR, purchasing, staffing, data center, IT support, call center…and other shared services these disparate clinics will require. The initial investors were unable to obtain the start-up private sector investor funding ($3.5M for MSO buy-in) for proof of concept and performance.
Sr. Project Manager
- Authored both practices strategic business, clinical, marketing and branding plans as well as their HR manuals and pro-forma’s. Sourced opening capital, all medical equipment, instruments and supplies.
- MU Stage 1 attested and ICD-10 and MU Stage II ready. Co-authored several NIH grants with Confidential .
Confidential, New York
Sr. Project Manager
- Replaced all physical servers with VMs including an Exchange server
- Added 26 new eMR workstations: notebooks docked to dual exam room monitors (eMR and Imaging)
- Formed Executive Committee (two partners, CEO and two Managers)
- Formed Operational Improvement Committee (CEO, 1 EC partner, Managers and Supervisors)
- Operations improvements:
Sr. Project Manager
- Infrastructure: Replaced physical servers with VM; rebuilt the wireless network to 5.0 GhZ; added 25 clinical exam room and nurse’s workstations; added a Terminal Server to remedy the new operations sub-specification workstations that plagued the ePM and to push out to tablets and Mac Pro notebooks; worked with MedInformatix to deliver a redundant cluster-failover system
- PACS: DICOM gateway and network connected all modalities; VM DICOM server and SAN Volume expandable storage; DICOM converted then migrated all legacy data to the SAN; accessed with the iViews viewer
- Post implementation Q1 month, increased productivity by 15%...optimization allowed physicians to expand their schedule
Sr. Project Manager
- Recruited to project manage the client selected VersaSuite ePM/eMR/PACS implementation two weeks prior to the start date; the original PM wasn't qualified therefore released. 126 faculty physicians and 435 support staff in 2 main buildings plus four OR’s; $5.5M project. The project Charter & related contracts were ambitious, phased and conditional:
- Phase 1 (90 days): Successful Retina MedPhoto PACS deployment with custom diagnostic services ordering and reporting templates and UCLA/VersaSuite (VS) mainframe interfaces (ADT registration, RMS-SMS billing and PODS document management)
- Phase II (5 months): The ePM with ePrescribing and completing the PAC implementation
- Phase III (12 months): The eMR implementation with scribes and custom templates by sub-specialty
- My initial assessment revealed the contract was not achievable because there was no facility readiness, VS didn’t have a PACS AND none of the 46 ophthalmic diagnostic instrument vendors were DICOM enabled. The project was redesigned, additional funds were secured and facility - IT development was added to my contract. Architected the infrastructure, managed the build and configuration, validated the revenue cycle and implemented all three modules. This was a significant software development project…including VersaSuite eMR templates, PACS and every imaging vendor
- 85% JSEI was on PACS; the dependency for the 15% was the modality vendor exporting a DICOM file.
- 100% JSEI was on the ePM; CPOE and revenue cycle were validated. Bonus: an additional annual revenue stream of $4.9M was captured and accounted for (from diagnostic studies that were not previously not billed for).
- 100% UCLA mainframe connectivity
- 70% JSEI was on the eMR; all specialty custom templates were ready as were macros and scribes. Optimized workflow.
- VersaSuite was fully interfaced with Epic
Medical, Non-Medical Business Development and eMR/PACS Implementation (Consultant)
- Orchestrated the start-up of Desert Med-Aesthetics, a small comprehensive skin rejuvenation and anti-aging concierge practice. eSystems: Vetted, architected the infrastructure, configured, validated the revenue cycle and implemented the Confidential ePM 5.8/eMR 8.2and Philips IntelliSpace PACS. Optimized workflow. (Rancho Mirage and La Quinta, CA)
- Vetted Practice Velocity ePM/VelociDoc eMR for Confidential and Confidential ePM 5.8/eMR 8.2, Fuji Synapse PACS and Dragon Medical Practice Edition 2 for the wellness practice. (Indian Wells, CA)
Sr. Project Manager
- Developed Governance infrastructure incl. Executive Committee, Operational Improvement Committee and co-authored By-Laws, Articles of In corporation, stock buy/sell agreement, business plan and the initial and revised pro-forma. (The initial pro-forma contemplated 5 surgeons at opening; at opening, there was a wait list)
Chief Operations Officer and Sr. ePM/eMR Implementation Project Manager (Consultant)
- Vetted, configured, validated the revenue cycle and implemented the Confidential ePM and eMR eMR Committee Chair and Sr. Project Manager: Validated charge capture and optimized their workflow and revenue cycle - net collections increased by 12%.
- Terminated the existing data center for conflict-of-interest and replaced it with Rackspace; architected and managed the new system build. Net savings: 38%/yr.
- Optimized staffing, implemented new staff evaluation model; increase customer satisfaction I discovered significant internal theft, CMS fraud and conflict-of-interest and reported my findings (and evidence) to the CEO and Board then resigned the COO position. I continued as a consultant to complete the Confidential implementation.
Administrator and Sr. Project Manager: Major Construction and ePM/eMR Implementation (Consultant)
- This was a combined executive and project manager position - a financial repair with complete services, operations and new office construction; a series of projects which re-engineered operations and clinical services, added new services and technology and involved substantial growth.
- Assessed and stabilized the practices finances and operations.
Principal and Chief Executive Officer
- Vetted, architected the infrastructure, configured, validated the revenue cycle and implemented the Millbrook ePM and Logician eMR - non-integrated (now GE Centricity) and Blue Cross Envoy clearinghouse. Optimized workflow.
- Developed new cutting-edge diagnostic technologies (ambulatory digital multi-channel physiologic recorder and analytic software) and variable pressure Smart CPAP and Bi-Pap units and analytic software.
Chief Administrative Officer (Consultant)
- New technologies: Pulmonary function instrument, digital x-ray unit & telephone system