▪ Work directly with engineers to C-suite consulting on technical and operational implementations. Manage a diverse collection of high-level consultancy projects. Manage overall business operations including contracting, budgeting, payroll, vendor management, and client management.

▪ Software Implementation Leadership: EMR and CareDx LIMS system interface.
▪ Coordination: Acted as a centralized source of information and coordination while working with client EMR analysts, engineers, and clinical stakeholders, and CareDx integration engineers, support analysts, and Patient Care Managers.
▪ Timeline Management: Reduced estimated project timelines by managing project scope, build and testing planning, communications planning, training, and go-live planning and support.
▪ Standard Operating Procedures (SOPs): Analyzed and modified existing SOPs for onboarding and client deployments.

• Medical Equipment Deployment: Managed the deployment of new and reused medical equipment with a product budget range of $50K - $1M+.
• Cross-Departmental Communication: Communicated with UCSF clinical technologies leadership, engineers, C-suite leadership, operations leadership, and external vendors to plan, manage, and report on program and project activities.
• Department Development & Leadership: Developed Clinical Engineering project management office, including project intake, cost, resource sizing, capital planning, project governance, and execution standards.
• Scope Planning: Developed a communication/training plan that determined budget, logistics, tasks, communications, and go-live planning.
• Project Management Office Development: Recruited to assist in the development of all processes and procedures, documentation standards, and tools for the Clinical Technologies department.

▪ Multi-Project Management: Supervised workflow standardization across five programs over a six-month timeline: Heart Transplant, Kidney Transplant, Liver Transplant, Hepatology, and Complex Digestive Diseases.
▪ Cross-Departmental Communication: Directly worked with executive administration, transplant directors, program managers, physician champions, and IT staff to develop a workflow development and deployment project plan template.
▪ Workflow Optimization: Supervised, analyzed, and determined future proper workflows; developed workflow process and documentation and obtain signoffs from clinical staff, managers, and IT staff.
▪ Staff Training & Development: Coordinated and scheduled workflow training sessions pre-go-live and provided post-go-live rounding for 50+ staff ranging from medical assistants to physicians.
▪ Operational Playbook: A created document containing workflows, flowcharts, training documents, and tip sheets.

▪ Clinical Operations Optimization: Improved the operations of 7 specialties: Dermatology, Dermatology Surgery, Obstetrics, Urology, Gynecology, Neurology, and Neurosurgery.
▪ Cross-Departmental Communication: Directly worked with executive leadership, medical directors, clinic directors, clinicians, and IT analysts.
▪ Research & Development: Completed observation rounds with 34 physicians and five nurse practitioners for 1-2 hours each
Christopher J. Wentland, PMP
▪ Workflow Implementation: Delivered changes in three 7-week cycles to 7 specialties affecting a total of 54 departments and 282 providers.

▪ Large Scale Software Implementation Management: Implemented EPIC software at a healthcare organization of 125 hospital beds and over 40 outpatient clinics.
▪ Executive Level Communication: Develop and execute conversion and cutover project plan with executive leadership, clinic directors, IT directors, and application managers and analysts.
▪ Staff Education & Training: Developed and led a post-go-live 3-hour physician super user and 2-hour medical assistant superuser workflow class.

▪ Departmental Liaison: Directly worked with executive leadership, regional directors, and clinicians on new clinic to develop seven new clinics.
▪ Project Management: Participated in project scope meetings to identify requirements and completed all required ambulatory module build, testing, and go-live support.

▪ Workbench Administration: Manages 15 application reporting leads representing each installed epic module.
▪ Chair of monthly Cogito Application Reporting Leads (ARL) meeting; prepare agenda and deliver minutes.
▪ Executive Communications: Directly worked with executive leadership and directors on overall reporting requirements and projects. Collaborate with Reporting Executive Director as well as Clinical and Business Analytics management.
▪ Requirements Gathering & Reporting: Collaborate with application managers to manage ARL deliverables and bandwidth for reporting.
▪ Security: One of four approvers of data export access security requests.

▪ Departmental Liaison: Directly worked with executive leadership, regional directors, and clinicians on new clinic to develop three health centers of 33 departments and 23 specialties.
▪ Project Management: Participate in project scope meetings to identify requirements and complete all required ambulatory module build, testing, and go-live support.

▪ Ambulatory Questionnaires Governance: Technical representative in Ambulatory Enhancement Governance. and implemented three custom questionnaires including scoring, branching, trending, and documentation tools.
▪ Software Implementation: Project managed, developed, and delivered new functionalities for all Primary Care (61 clinics).