I have implemented EMRs from both sides of the contract.

Professional Development & Career Transition

Planned transition following the close of the CVP engagement

• Stepped back from consulting to manage growth of Southern Charm Property Management, recruiting and training a manager to assume day-to-day operations and establish a durable succession plan.
• Completed PMP continuing education requirements, maintaining certification in good standing with the Project Management Institute.
• Completed coursework toward Georgia real-estate licensure.

CVP — Senior Manager, Healthcare Innovation & Transformation

Fairfax, VA · Government IT program delivery and strategy (VA, VHA, DOE)

• Led a portfolio of government health consulting engagements spanning care delivery, revenue cycle operations, and compliance, directing multiple concurrent teams of 4 to 15 — accountable for contract requirements, financial targets, deliverables, and quality objectives.
• Authored and executed the integrated Task Management Plan for the Military Exposure Research Project (MERP), aligning staffing, workstreams, reporting, and risk mitigation to agency expectations.
• Held staffing at 90–95% through proactive recruiting, structured training, and knowledge-transfer protocols that absorbed key-personnel transitions.
• Owned program WBS, integrated master schedules, and cost-tracking dashboards for VHA clients; briefed government stakeholders weekly and quarterly on risks, mitigations, and deliverable progress.
• Established communication and escalation procedures with client leadership, and carried every contract deliverable to on-time submission against contractual acceptance criteria.
• Directed strategic workforce planning for DOE, and built the job aids, role models, and documentation frameworks that gave VHA repeatable staffing processes.
• Hired, supervised, and evaluated consulting staff; contributed ROMs, pricing, and technical content to government health capture.

ERPi — Senior Manager

Fairfax, VA · Federal health IT program delivery and strategy (VA, VHA)

• Directed day-to-day operations and long-term execution for VA's Cerner/Oracle Electronic Health Record Modernization (EHRM) program as a government contractor embedded on the VA side, owning cost, schedule, scope, and performance across the full life cycle.
• Delivered multiple Cerner/Oracle modules including patient advocacy, dental, and clinical implementation, and served as special projects manager identifying gaps in patient-care needs and responses and implementing viable alternate mitigation strategies.
• Led joint VA, Cerner/Oracle, and contractor teams through analysis of VA healthcare processes, population health programs, and clinical procedures, then designed and championed the resulting process improvements.
• Ran multiple teams of 3 to 20 with program-level responsibility for hiring, discipline, professional development, chargeability, and deliverable management.
• Produced risk registers, change documentation, and project controls for senior agency leaders, and translated business and clinical needs into actionable requirements and roadmaps.
• Supported RFP responses and capability capture across federal health programs with technical and pricing content.

Avanade, Inc. — Project Manager

Atlanta, GA · Accenture–Microsoft joint venture delivering solutions on the Microsoft platform

• Led a distributed international team of developers and system experts building a U.S. electronic medical record (EMR) platform, and produced the cost/benefit analysis for platform ownership.
• Developed integrated work plans and performance dashboards for complex health IT systems, and briefed senior clients on status, risks, and milestones through formal governance frameworks.

Randolph Medical Center — Director of Strategic Development

Roanoke, AL · 25-bed critical access hospital

• Converted hospital operations from paper records to electronic health records, implementing EMR alongside PACS digital radiology for image storage, routing, and diagnostic review.
• Wrote, won, and administered the $2 million federal grant that funded the conversion — owning application, tracking, use of funds, accounting, and reporting.
• Modernized legacy IT infrastructure end to end: built a dedicated server room with fire suppression, installed structured cabling and new workstations, and deployed portable devices for nurses to enter clinical results at the point of care.
• Served as Executive Director of the Rural Healthcare Consortium of Alabama, and extended PACS image viewing to two partner hospitals so radiology results were readable across three dispersed sites.
• Negotiated vendor pricing and partnerships that reduced supply chain costs 18%, and demonstrated ROI on technology investments saving the hospital more than $38,000.

Family Property Management

Supported operations of the family property management business while family members addressed medical concerns