EMR business case
Value of the executive business case developed for an enterprise electronic medical record (EMR) deployment at the sixth-largest hospital chain in the United States. This is the investment case, not savings.
EXPERIENCE
Experience across complex transformations.
Programs our partners have led across health systems, enterprises, and public sector organizations. Client names are withheld.
SCALE AND COMPLEXITY
The size of the programs we have led.
These figures describe program budgets, business-case values, and transaction sizes. They are not savings, revenue generated, or value created.
Revenue cycle outsourcing program
Program value for the development and execution of a revenue cycle outsourcing program and new company formation for a 42-hospital integrated delivery network (IDN).
EMR consolidation and deployment
Program budget for an EMR consolidation and deployment across an eight-hospital integrated delivery network. Listed separately from the revenue cycle program above.
Global ERP program
Program budget for a global enterprise resource planning (ERP) implementation, delivered with a 115-person project team.
Merger — technology component
Overall value of a merger across a five-hospital health system. Our responsibility was leading the information technology component, not the whole transaction.
Engagements are described without client names.
ENGAGEMENT OVERVIEW
Revenue cycle operations transformation
Situation
The engagement focused on improving revenue cycle performance, with attention to cash flow, cash-to-charge performance, receivables aged over 90 days, and point-of-service collections.
Approach
Executive leadership brought together operating model redesign, process improvement, and performance measurement across revenue cycle operations. The work connected changes in how the operation was organized and managed with the financial and collection measures used to assess performance.
Selected engagement experience
Programs led by our partners across strategy, delivery, and operational leadership, including work in prior executive roles.
22 engagements shown.
Developed health system information systems and corporate strategic plans, and facilitated governance and strategic planning sessions at board level.
Developed and designed digital health strategy and roadmaps across multiple integrated delivery networks and life sciences organizations.
Led executive-level business case development for ICD-10 remediation strategy and impact assessment at the 6th largest hospital chain in the United States.
Refined long-term strategy for redesigning care delivery and driving healthcare transformational change.
Developed the business case and implementation roadmap for a revenue management shared services organization serving rural hospitals across the United States.
Developed and designed population health strategy and an interoperability roadmap across a large integrated delivery network and its affiliates.
Led a $245 million EMR consolidation and deployment program across an eight-hospital integrated delivery network.
Directed a global $144 million, 115-person project team through enterprise resource planning implementation.
Managed the information technology component of a $6 billion merger across a five-hospital health system.
Led the integration of a successful five-hospital IDN merger in the Southwest.
Conducted enterprise-wide portfolio management strategy and implementation across demand management and governance for an eight-hospital health system in the Northeast.
Performed strategy assessment and implementation of a project management office for a 42-hospital non-profit integrated delivery network.
Implemented an enterprise-wide data management solution for a large West Coast life sciences organization.
Led development of a clinical and physician connectivity program across multi-state health systems.
Led the development and execution of ICD-10 remediation strategy across inpatient, outpatient, and ambulatory operations for a large IDN.
Led the development and execution of a $245 million revenue cycle outsourcing program and company formation for a 42-hospital IDN.
Provided executive leadership for a revenue cycle operations transformation.
Developed revenue cycle strategy and managed a 65-person project team implementing a custom-built credit and collections revenue cycle management solution.
Supported top-line growth and client delivery performance at a revenue cycle operations transformation company.
Deep experience managing P&L for a consulting practice and major client engagements from sales through solution creation and delivery, with growth quotas in excess of $50 million.
Delivered board of directors presentations on key technology-enabled business program initiatives.
Developed real-world evidence strategy and deployment approach across multiple client organizations.
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