Independent Healthcare IT Consultant
Experienced Independent Consultant with a demonstrated history of working in the hospital and health care IT industry. Focused on all levels of planning, financial modeling, data governance / analytics, patient access, interoperability of electronic health records, medical equipment integration, and population health solutions. Recent work in EHR consolidation and value realization. 21 years of CIO experience. Strong consulting professional with a Master of Science focused in Computer Science from Northwestern University. Listed with Epic Systems as a CIO Emeritus, in a non-exclusive consulting arrangement. Recently engaged by Trinity Health and currently engaged by the University of California.
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Jan 2017 - Present
Healthcare IT strategic planning, financial modeling, data governance / analytics, patient access, interoperability, and population health solutions. Recent work in EHR consolidation and value realization. Listed with Epic Systems as a CIO Emeritus, in a non-exclusive consulting arrangement.
Feb 2016 - Present
Mar 2017 - Jul 2020
Speed of Care Decision Support
Speed of Care Decision Support is a cloud-based software-as-service platform for delivering clinical decision support to clinical applications -- a “CDS-as-a-service.” Our initial market is providing clinical decision support for Medicare's Appropriate Use Criteria for Advanced Imaging Program. Starting Jan. 1, 2020, physicians will be required to “consult” with a Clinical Decision Support Mechanism (CDSM) when ordering advanced imaging services such as CT, MRI, NM, or PET. That's about 24 million Medicare Part B orders for imaging diagnostics next year (worth $2.4 billion). Even CMS admits “the number of clinicians impacted by the scope of this program is massive. As Informatics Manager I oversee the positioning and integration of the product in both as a stand-alone product and integrated with other electronic health record systems. http://speedofcare.com/
Feb 2016 - Jan 2017
Trinity Health (HQ Michigan)
Hired to determine the value of consolidating the four instances of the Epic electronic health records system within Trinity. The project included developing methods to coordinate Epic development in the instances before consolidation. The project was completed successfully in January, 2017, identifying mid seven digit savings over seven years.
Jan 2002 - Feb 2016
Loyola University Health System
Vice President and Chief Information Officer
Responsible for information systems at Loyola University Medical Center (LUMC) and the Stritch School of Medicine (SSOM). Loyola University Medical Center consists of a 536 bed hospital and 21 sites across Chicago's west and southwest suburbs that host more than 1.3 million ambulatory visits per year with its 650 physicians. Responsible for the integration of systems with a recently acquired community hospital, Gottlieb Memorial, forming the multi hospital Loyola University Health System. In this capacity, I faced these challenges: Building a new organization: As the first Chief Information Officer for LUMC, I constructed an evolving organization in a transition from services provided by LUMC's parent, Loyola University Chicago's (LUC's). Introducing population health systems, a patient portal, and interoperability. Strategic planning and execution: I revised the IT strategic plan after consulting with physician leaders and senior management. The execution of the plan led to LUHS being an IT leader: LUMC is one of less than 8% of US hospitals that have an electronic medical record, fully integrated with its clinics. LUHS was named one of the 100 "Most Wired" (most strategically automated) US hospitals in 8 of the past 10 years. The EMR has improved care by ready access to records and interactive support of clinical decisions. It has enabled LUHS to expand and move services unencumbered by physical location. Fiscal responsibility: During my tenure, I held LUHS IT operating expenses within or favorable to budget for nearly every fiscal year. In the last two years, IT has contributed more than its proportionate share of savings to better the "bottom line." Project management: I have led the execution of the strategic plan mentioned earlier. Our project management model is to engage a senior leader of the operational area with a supportive IT manager to lead the project.
May 1995 - Jan 2002
Loyola University Medical Center
Chief Information Officer
In this period and in the earlier years as CIO, the entire suite of legacy information systems were replaced by modern, server-based systems, fulfilling the information systems strategic plan. This plan provided three integrated suites of systems, replacing interfaced best-of-breed systems. In the order implemented, these suites were: Enterprise Resource Planning (General ledger, HR/Payroll, Materials Management, Procurement, and inventory): Lawson Systems. Clinical Systems: Epic Systems. Revenue management (Hospital AR, Physician AR, Scheduling, and Registration): Epic Systems. The clinical system implementation included the addition of a complete electronic medical record and physician order entry system installed in all clinics and the emergency department. The hospital has full order entry, ancillary reporting, and medication recording. Physician and nurse documentation completed the implementation. The Epic Oncology system (Beacon) was a particular challenge in that Loyola was the second user of the system; the first inpatient and pediatric user. This required attention to patient safety issues as well as to physician acceptance. All Oncology Institute physicians use the system. Research support is an increasing important focus of IT. The Velos eResearch system for clinical research management was added and linked to Epic. Support for using clinical data from Epic and other sources was bolstered.
Jan 1977 - Jan 1983
Mathematical Sciences, Loyola University Chicago
. Taught various graduate and undergraduate computer science courses.