When a program has to land, you don't need another advisor. You need someone who owns it. Here's how that starts.
Most of my work begins the same way: something important is at risk, and no one owns it end to end. A go-live is slipping. A merger has to come together on Day 1. A vendor is grading its own homework. I step into that gap — I build the plan, own the risk, hold the vendor accountable, and stay until it's real. The five engagements below are the usual front doors. The way I work is always the same.
Program Leadership · PMO-as-a-Service
Who owns your biggest program right now — really? When the honest answer is “everyone and no one,” that's the problem. I become the single accountable owner of the plan, the risk, and the vendor — the governance, the board-level status, the momentum — so the program moves instead of drifting.
When: a major go-live or transformation with no dedicated owner.
Implementation Rescue & Turnaround
Slipping, over budget, or turning into finger-pointing? I come in fast, find what's actually broken, build the recovery plan, and lead the fix — not another report telling you what you already know.
When: timeline slipping · budget overruns · go-live at risk.
Stay-or-Switch & Migration
Stay on Oracle Health, or move? Because I don't sell the build and I don't represent a vendor, the answer you get is yours — a straight recommendation with real total-cost-of-ownership numbers. And if it's “move,” I lead the migration.
When: costs climbing, roadmap unclear, a migration looming.
M&A & Affiliation IT Integration
The deal is signed. Now the real work begins. I make Day 1 real and capture the synergies you paid for — diligence, TSA and transition planning, and multi-site consolidation — with one person accountable for the outcome, not just the plan.
When: a merger, acquisition, or affiliation that has to come together.
Independent Oversight & Vendor Accountability · Owner's Rep / IV&V
The firm building your system shouldn't be the one grading its own work. I'm your set of eyes on the vendor — reporting to you, not to them. I hold them to the plan, flag the risk before it costs you, and give you a straight answer at every milestone and every payment.
When: a vendor or integrator is running a build you need to trust — and verify.
The anchor — Fractional & Interim Leadership
The five above are how we start. This is how we keep going. You need this leadership — you don't need it full-time. Bring me in a few days a week to keep a steady hand on your programs, or full-time through a go-live, a migration, or a leadership gap — and I step back when the mission's done. Senior experience, directly. No junior bench, no learning curve, no six-month search.
The Owner's Method
Whatever the front door, every engagement runs the same way.
Thirty minutes on what's coming and what's at risk.
A short, fixed-fee scan of where the program actually stands.
Retainer or interim — I own the plan, the risk, and the vendor.
The discipline stays in place with your team. You don't need me.
What that looks like in practice
EHR implementation and optimization on Oracle Health and Cerner
Application rationalization that takes cost and risk out of your portfolio
Integration and data conversion that hold up in production
Governance, risk registers, and the vendor discipline that keep a program honest