IT systems assessments – current and future investments, “re-implementation” to deliver value and results from existing tools.
Operational agility through tool/operating practice model analysis, metrics programs development, leveraging of standards, and services consolidation/operations programs
Transformative change programs Merger/Partnership models that build clinical reputations, improve service access, patient experience and financial sustainability
Our Principal, Joseph Seay, was marketed to by every vendor known to healthcare; he has heard all the pitches on why to buy and what to buy; attended conferences and is an active observer of different market segments: how they think and act; how are buy decisions made, by whom?
Joseph learned how to navigate the provider landscape successfully – you can’t sell economy to a nurse, you can’t sell clinical charting rigor to a doctor – you need physicians to practice great medicine – your technology needs to be easy to use, not intrusive and disruptive, if it is going to be used and if it is going to have an impact
˝The CIO, Gary Seay, is a talented executive. He’s been here since 1997, and I’ve managed him. He’s done a great job helping us get through all our growth, all the system changes we’ve got to do and all the high-tech incentives we’ve got to accomplish. And we’ve got a lot of convergence we’ve got to do with all the acquisitions we’ve had.˝