List of Services
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Workday HRIS & Finance ImplementationList Item 3
Workday HR Solutions Implementation
12-24 months | Christiana, DE | Large Enterprise
Project Type: HR Project Management | Industry Type: Healthcare Services | Business Unit: Information Technology
Problem:
During the Union Hospital merger, I was temporarily assigned from IT to HR to help lead the initiative. I worked closely with HR leadership to analyze and align communications, software configurations, and training programs across both hospitals. My role ensured that systems, workflows, and staff readiness were coordinated effectively, supporting a smooth transition and minimizing disruptions to operations and patient care throughout the merger process.
Action:
Partnered with HR leadership to build a trusted, agreed-upon project plan with clear milestones. Identified risks and escalated to C-suite, became Workday SMEs to guide organizational change, and shaped the training program for both hospitals’ adoption of the new system.
Result:
Human Resources successfully integrated hospital teams, aligning them with all company HR programs, including benefits, payroll, recruitment, incentive planning, and additional employee offerings to ensure a smooth, unified transition.
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Service Now - Implementations
6-12 months | Christiana, PA | Small Enterprise
Project Type: Finance Project Management | Industry Type: Professional & Business Services | Business Unit: Information Technology
Problem:
During the merger of two companies, ServiceNow was implemented to support internal systems and ticketing. Finance was required to update cost centers, revise processes, and align with the new ServiceNow configuration.
Action:
I partnered with the VP of Finance and a Lead Financial Analyst to develop a work breakdown structure and project milestone plan that enabled the Finance team to align with IT on the implementation and deployment of ServiceNow. This effort required extensive communication with hospital leaders and stakeholders to understand and incorporate new financial policies and processes.
Result:
The project plan was successfully executed on schedule and within budget. All organizational objectives and project milestones were achieved as planned, enabling Finance to transition smoothly to the new processes and ServiceNow configuration. Financial leadership expressed strong satisfaction with the outcome, noting the clarity of the implementation plan and the effectiveness of cross-functional coordination..
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Bed Management Project
12-18 months | Christiana, DE | Large Enterprise
Project Type: Strategic Clinical Project Management | Industry Type: Healthcare Services | Business Unit: Operations
Problem:
ChristianaCare Health System relied on a legacy, custom-built bed management system that was no longer scalable or aligned with enterprise goals. Migration to Cerner Bed Management Suite required a full transformation of patient flow operations across multiple hospitals. The change impacted critical workflows across ER, patient placement, transport, housekeeping, and inpatient units, with high risk to patient care continuity and operational efficiency.
Action:
Established formal governance structure, including executive oversight and cross-functional decision-making frameworks.
Mobilized and aligned 100+ stakeholders, including clinical leaders, SMEs, and operational departments, to drive requirements and adoption.
Led end-to-end workflow redesign, including documentation, validation, and system configuration decisions.
Directed development and execution of a complex, multi-site rollout plan for two hospitals.
Implemented a 24/7 command center and week-long hypercare support model to ensure rapid issue resolution post go-live.
Coordinated comprehensive training strategy tailored to diverse roles (transport, housekeeping, ER, patient placement, acute care units, charge nurses, and nursing staff).
Partnered with Clinical Engineering to upgrade and deploy bed management display infrastructure across all units.
Result:
Successfully executed enterprise-wide implementation with zero adverse impact to patient care during go-live.
Achieved high executive (C-suite) satisfaction, with the project formally recognized as a success.
Enabled real-time issue resolution and continuous system optimization, with daily review cycles and transparent communication to leadership and SMEs.
Drove strong team engagement and performance, resulting in multiple spot bonuses awarded for exceptional contributions.
Delivered a strategic transformation of patient flow operations, positioning the organization for improved efficiency, scalability, and long-term growth.
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Installed Software for Care Management needs in a payer industry
12-24 months | Large Enterprise
Project Type: Software Implementation | Industry Type: Healthcare Services | Business Unit: Consulting & Advisory
Problem:
Large payer clients required software that was mostly a fit (85–95%) but had critical gaps, causing delays and disputes in go-live readiness. No standardized process existed to capture and manage these requirements.
Action:
Built a full requirements capture process to document client needs, identify gaps, and prioritize custom configurations, integrations, and reporting while ensuring all critical issues were resolved before handoff. This involved mapping system workflows, modeling all core use cases and requirements, and creating reusable templates for each installation.
Result:
Enabled clearer visibility of true custom needs (typically ≤10 per client), streamlined 12–18 month implementations, reduced go-live disputes, and ensured smooth turnover to customer support.
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Performance Dashboards for KPIsList Item 1
6-12 months | Pittsburgh, PA | Small Enterprise
Project Type: Strategic Transformation Project Management | Industry Type: Healthcare Services | Business Unit: Operations
Problem: I led the effort to align department leaders and collaborate with the Board and COO to design a comprehensive company KPI dashboard that reflects true organizational value. This dashboard spans Sales, Marketing Campaigns, Support & Customer Success, Product, Quality, and Development. I drove the initiative in an environment where most departments had not previously tracked trends or KPIs, establishing a foundation for consistent performance measurement and data-driven decision-making.
Action:
-Aligned department leaders across Sales, Marketing, Support & Customer Success, Product, Quality, and Development to define key organizational metrics.
-Collaborated with the Board and COO to identify high-value KPIs that truly reflect business performance.
-Designed and implemented a company-wide KPI dashboard to centralize reporting and visibility.
- Established baseline tracking in departments previously lacking trending data, enabling data-driven decision-making.
Result:
Developed the KPI dashboard in under three months and launched formal monthly reporting in month four across all departments, achieving 100% compliance with reporting and logistics. The initiative delivered actionable insights that enhanced decision-making, exposed performance gaps, and supported strategic growth objectives.
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Customer Support Services - Improve CSAT TTRT, TTR
0-6 months | Pittsburgh, PA | Small Enterprise
Project Type: Process Improvement | Industry Type: Healthcare Services | Business Unit: Operations
Problem:
The organization lacked accurate data on the support team’s time spent on client tickets, and sought to optimize staffing and identify opportunities to monetize support services.
Action:
I observed the support team and promoted a team manager to strengthen leadership. We prioritized training, knowledge articles, and assessed Intercom’s capabilities. Weekly meetings were established to communicate upcoming changes and their rationale, building trust while introducing accountability for SLAs and KPIs. Ultimately, we optimized Intercom configuration, implemented reporting and automation, deployed AI tools, and developed a system to accurately track team time and performance.
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Assimilation Program - Onboarding Training for new Developers
0-6 months | Wayne, PA | Large Enterprise
Project Type: Organizational Design & Assessment | Industry Type: Healthcare Services | Business Unit: Other
Problem:
As a newly hired IT Learning Consultant, I was tasked with designing and implementing an accelerated technical training program for newly hired software developers. The objective was to rapidly onboard developers by elevating their practical technical skills to the equivalent of approximately six months of hands-on experience within a two-week intensive training program.
Action:
The Assimilation Training program onboarded 200 new developers, representing 10% growth of the company’s 2,000-person development workforce. Despite the intensive two-week, full-day curriculum, the program achieved an 85% participant CSAT score. Within 30 days, managers provided 100% validation that participants demonstrated technical competencies comparable to six months of on-the-job experience.
Result:
The Assimilation Training program onboarded 200 newly hired developers—representing 10% growth of the company’s 2,000-person development workforce. Despite the intensive two-week, full-day curriculum, the program achieved an 85% participant CSAT score. Within 30 days, managers provided 100% validation that participants demonstrated technical competencies equivalent to approximately six months of on-the-job experience.
or a unique service that you offer.
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Build out Product Dept and MatureList Item 2
12-24 months | Pittsburgh, PA | Small Enterprise
Project Type: Organizational Design & Assessment | Industry Type: Technology | Business Unit: Product Management
Problem:
I joined a start-up with 17 full-time employees as VP of Product, where the product team consisted of just one Scrum Master and a part-time product lead. The organization had no formal procedures, policies, systems, or established product practices. Technology dictated requirements and design, and there was no roadmap, framework for evaluating client ideas, or defined product methodology. Additionally, the product itself was immature, and the development process required significant maturity and
Action:
In my first year, I expanded the product team by hiring two leaders and established a foundational product methodology. I evaluated and implemented a requirements management tool, providing structure where none existed. By Year 2, we added prototyping tools, refined requirements, and developed a roadmap aligned with company strategy. Partnering with the COO, I improved the SDLC with defined release timelines and proactive client communications. The roadmap also extended API capabilities .
Result:
By Year 2, the company had achieved CMM Level 2 and was progressing toward Level 3 for process repeatability. I expanded the product team to 10, including clinical staff and analysts, promoting talent from within the organization. We implemented standing roadmap review meetings and adopted SAFe-based SDLC practices for requirements review and development hand-offs. These efforts brought structure to release planning, documentation, and client communications, significantly improving product stab.
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Nihon Kohden Wireless Telemetry Roll-outList Item 4
6-12 months | Christiana, DE | Medium Enterprise
Project Type: Technology Implementation Project Management | Industry Type: Healthcare Services | Business Unit: Information Technology
Problem:
The hospital lacked a fully integrated wireless telemetry system, limiting real-time patient monitoring and operational efficiency across multiple floors.
Action:
Led the implementation of Nihon Kohden wireless telemetry, coordinating with clinical staff, IT, and vendor teams to ensure seamless deployment and staff training.
Result:
Successfully deployed hospital-wide, enabling continuous patient monitoring, improving workflow efficiency, and supporting high-quality patient care without disruption.
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Aha! / Figma Implementation
6-12 months | Pittsburgh, PA | Small Enterprise
Project Type: Business Process Redesign | Industry Type: Technology | Business Unit: Product Management
Problem:
The organization lacked a defined product team, process, and tools to capture customer needs, track requirements, or align features to a product roadmap.
Action:
Built a 6–8 person product team, developed methodology through iterative meetings, selected and implemented Aha!, learned the system as SME, and integrated requirements, roadmapping, client ideas, and SDLC workflows.
Result:
Team now documents requirements in Aha!, prototypes in Figma, and aligns all designs and stories with planning Scrum sessions, improving clarity, collaboration, and product delivery.
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Infant Security
6 months | Christiana, DE | Large Enterprise
Project Type: Strategic Clinical Project Management | Industry Type: Healthcare Services | Business Unit: Operations
Problem:
During the height of COVID-19, a new Women’s and Children’s hospital tower was under construction, requiring the implementation of an integrated infant security system tied to doors, elevators, and unit workflows. The project faced significant constraints, including limited resources, compressed timelines, and the need to ensure fully tested lockdown protocols prior to go-live to safeguard patient safety.
Action:
Assumed full project leadership mid-implementation and operated in multiple roles—including Project Manager, SME, Business Analyst, Trainer, and Tester—to compensate for resource gaps. Established coordination across clinical leadership, facilities, elevator operations, and maintenance teams to execute end-to-end system testing. Led workflow design, validation of lockdown scenarios, and hands-on training for charge nurses and unit leadership. Dedicated extended hours, including nights and weekends, to meet construction readiness milestones and ensure system reliability.
Result:
Successfully delivered a fully integrated infant security solution on time for hospital opening, with validated lockdown workflows and seamless coordination across all access points. Ensured staff readiness through effective training and clear process design, resulting in a secure environment where unauthorized infant movement triggers immediate alerts—strengthening patient safety and operational confidence at go-live.