Associate Principal Resume Example

Nitin leveraged the latest innovation and technology ideas to conceptualize, plan, deliver, and execute large number of technology projects and programs for Accenture and its clients. Supporting multi-million dollar sales initiatives for some of the largest healthcare clients, he helped determine their technology and business needs, further translating them into detailed financial cost models, long-term delivery roadmaps.

Briggs & Stratton, Milwaukee – Delivery / PMO Lead
Served as Delivery/PMO Lead at this American Fortune 1000 manufacturer of gasoline engines, supporting their SAP S/4 HANA implementation with over 300 project team members and $150 million in budget. Key responsibilities included:

• Provided, in the CIO program reviews, status updates of the programs, projects, and resources for the assigned program portfolio with any explanations for key variances and issues
• Ensured that program benefit outlooks/forecasts are maintained on a monthly basis
• Provided quarterly benefit comparisons of current outlooks to original plans
• Provided leadership and guidance to multiple, concurrent programs and projects, while working in a global matrix-managed team environment
• Identified and effectively resolved issues and conflicts within project teams
• Conducted regularly scheduled program/project status and issue reviews with Project Managers
• Maintained the overall roadmap/Gantt for the assigned program portfolio
• Scheduled and led demand management and portfolio governance meetings

City of Hope, Los Angeles – Project Manager

As a core member of Accenture's client account team, he was instrumental in managing client's vendor selection process, creation of program's overall budget, and eventually winning the multi-year/multi-million dollar project for the firm. Some of the key accomplishments included:

• Developed a comprehensive multi-million-dollar Total Cost of Ownership document for client's upcoming Epic Implementation project
• Worked with key stakeholders to prepare, review, and seek approval of client contracts, both with Epic and Accenture
• Supported the sourcing, recruiting, and ramp-up process for over 150 project team members over a period of 6 months
• Transitioned to the Project Manager role to lead Epic's Ambulatory, Radiology, Cardiology, ER, and patient portal applications
• Responsible for successful execution of the build, testing, training, and cutover plan.

Partners Healthcare - Ambulatory Project Manager

As one of the founding member of the project team, Nitin worked with the leadership team to support development of client's 6 year implementation roadmap with a comprehensive budget of $1.3 Billion. He also was responsible for day to day leadership and administration of the Ambulatory team consisting of 80 Epic certified professionals. Key responsibilities included:

• Led one of the largest Epic Ambulatory implementation projects in the country with a successful go-live in May 2015, consisting of over 1100 physicians and 17000 users
• Led the development and execution of critical project activities including integrated workflow coordination, change control, training, testing, and activation planning, as well as migration and cutover plans
• Developed and deployed Epic-specific project tools, templates, and procedures for use by all project team members
• Provided project statuses to executive leadership
• Performed data analytics to ensure the system was being utilized based on expectation

Steward HealthCare - Project Manager

Led the requirements matrix development and maintained the comparative cost analysis to support client's decision for the best alternative option for its enterprise EHR solution.
Key responsibilities included:

• Developed an internal application/functional requirements inventory for known systems within the current hospital system, mapping the requirements to vendor solutions to support successful implementations of an enterprise deployment
• Assisted Steward Leadership in negotiations with Cerner and Epic to confirm RFP pricing assumptions for implementation of an EMR system
• Established the agenda of events that would include virtual or site-delivered presentations from both Cerner and Epic to be scored and evaluated
• Developed an executive level presentation that would be the basis for the client board's decisions on future investments and strategic direction based on the Executive Steering Committee's recommendation.

Reid Healthcare & Hospital Systems, Richmond, IN - Project Manager

Managed EHR implementation for a large healthcare system, with detailed emphasis on training and building a strong development and support team for the system.
Key responsibilities included:

• Upgraded the hospital's Wound Care Center and transitioned from a paper practice into an efficiently run electronic records unit
• Completed comprehensive workflow analysis, enhancement, and development of templates, documents, and reports.

Andersen Hospital, Maryville, IL - Project Manager

Project Manager for implementation of NextGen EHR and ICS for over 20 Physicians' Practices affiliated with a large hospital system. Key responsibilities included:

• Conducted work flow analysis and hardware and software assessment of all specialties
• Created and modified design templates, conducted both application and integrated testing, and provided end-user training and support
• Communicated and coordinated between the hospital administration and the physician practices to align their expectations.

The company operates 8 Surgery Centers with a staff over 400 employees.

• Developed a scalable IT infrastructure to accommodate organizational growth from 25 to 400 employees Designed & implemented a real-time server replication partner at AT&T's Class A Internet Data Center as part of the disaster recovery and business continuity plan
• Managed the vendor selection process and negotiated hardware and software contracts
• Successfully implemented NextGen EHR for 45 providers at 50 locations Developed an automated charge entry system utilizing CCI edits and audit tools for efficient data posting, resulting in cost savings equivalent of 2 FTEs
• Conceived and implemented a Claims Denial Management Portal to analyze operational variances for improving the Revenue Cycle.
• This increased the first-time clean claim submission rate from 85% to 95%.