Services
Five engagements that each put one accountable owner on your program — and one ongoing relationship they usually grow into. No junior bench. No hand-off deck. Just someone who owns the outcome.
PMO-as-a-Service
One accountable owner of the plan, the risk, and the vendors.
Complex healthcare programs fail in the gap between strategy and execution. I step in as the single accountable leader — running the integrated plan, governance, and vendor coordination, and giving your executives status they can actually trust — straight through go-live and stabilization.
What this includes
Recovery
A go-live coming apart, pulled back — and across the line.
Sometimes the call comes when a go-live is already coming apart and the date can't move. I step in, figure out what's really wrong, rebuild the path to the finish, and get everyone across — even the ones that looked lost.
What this includes
Vendor-neutral decision
An honest stay-or-move call with real TCO — then I lead the move.
I don't sell the software, and I don't staff the build — so when I tell you to switch, or to stay put and fix what you've got, you're hearing the truth, not a sales pitch. I assess fit, roadmap, and real total cost of ownership, then give you a straight recommendation. If the answer is move, I don't hand you a deck — I lead the migration.
What this includes
Deal execution
Make Day 1 real and capture the synergies the deal promised.
Acquisitions create value on paper and lose it in execution. I quantify technology risk before close, then lead coordinated integration across every acquired organization — TSA and transition planning, multi-site consolidation, and synergy capture — so Day 1 is safe and the thesis is real.
What this includes
Owner's Rep / IV&V
The firm building your system shouldn't grade its own work.
Independent verification and validation that reports to you, not the vendor. I verify milestones, quality, and readiness, surface risk before it reaches go-live, and hold the vendor accountable to the outcome you're paying for.
What this includes
The ongoing relationship
A few days a week, or full-time through a go-live, a migration, or a leadership gap — senior healthcare-IT leadership without a permanent hire, a junior bench, or a six-month search. This is the ongoing relationship; the five engagements above are how it usually starts.
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