Jes Cornelius

* Advisory services and interim CIO leadership with focus on technology, digital, and operational strategy

* Established a business-aligned IT structure, skilling plan, and strategy to prepare for commercial launch. * Implemented a security operations function that aligned with the enterprise risk management framework. * Led an application inventory assessment resulting in a rationalization plan to streamline the technology portfolio. * Initiated an enterprise data strategy and subsequent enterprise data platform to ensure availability of source of truth analytics and visualization within a data marketplace construct. * Formed and chaired a Digital Aset Committee to provide governance around digital assets and visualization of the enterprise brand that complied with regulatory requirements. * Selected a customer experience platform and worked with business leaders on forming personas and patient journeys. * Collaborated on an AI policy for the enterprise and conveyed a strategy to use inherent AI within existing platforms as well as evaluate emerging AI capabilities.

* Provided leadership for a team of 1,200 supporting network infrastructure, clinical and business applications, data management, digital health, service delivery, and operations management. * Managed a budget of $480M in opex and $300M in capex annually with a project portfolio of 250 concurrent projects. * Collaborated with operational leaders on a technology strategy that focused on application rationalization, cloud and data platform modernization, and digital solutions to drive innovation, improve the patient care and clinician experiences, further improve service delivery, and reduce cost. * Partnered with clinical leadership to implement remaining Epic products while leading a system transformation and standardization effort to reduce clinical variation. * Initiated cloud investment negotiations with large vendor partners to move to a public cloud/co-location model to advance analytics and automation. * Led the centralization of technology functions into a single core team to reduce organizational risk and cost while aligning with the enterprise risk management framework. * Drove commoditized service outsourcing where appropriate to support cost containment and improve service delivery. * Served on the Executive Leadership Committee to modernize the Enterprise Resource Platform (ERP) and implement Workday as a single system across the enterprise.

* Led a team of 200 employees accountable for architecting, implementing, maintaining, rationalizing, and upgrading 1,100+ enterprise applications and integrations. * Managed a budget of $25M that represented 30% of the overall IT budget. * Negotiated and implemented an Epic Community Connect extension with Clemson University as part of their Healthy Me Healthy SC initiative. * Served as co-chair on ERP governance committee to oversee the state procurement and selection process and combine 70 disparate applications into a single integrated solution realizing $5M in savings. * Led an application rationalization and value analysis team system-wide to increase system usability 10% year over year. * Partnered with clinical and medical informatics to lead a strategic objective of decreasing variation and increasing resiliency through the implementation of a design package framework based on best practices and the ITIL framework. * Partnered with Epic to improve overall system performance. Performance was rated the worst among Epic customers to start and was rated in the top ten with the current exception rate less than .6%, equating to approximately 200 hours of saved time per day for clinicians. * Served as a diversity and inclusion practitioner driving initiatives such as standing up the organization’s first webpage focused on the LGBTQ+ community noting friendly providers, initiating preferred name build, and changing the delivery method of abnormal diagnosis results for oncology patients in MyChart. * Major project accomplishments include Integration of four divested hospitals and 51 clinics into Epic in less than six months, opening a consolidated supply center, opening a children’s ambulatory center, opening a state-of-the-art children’s hospital, establishing an Epic Community Connect extension program, leading enterprise imaging optimization efforts to improve care delivery, and automating applicant access processes for the medical colleges.

* Managed a team of 30 FTEs and multiple service relationships along with an annual opex of $7.5M and capex that equaled $45M to replace core systems. * Collaborated with advisory partners and senior leadership to formulate and execute an IT strategic plan. * Established an IT governance committee made up of executive clinical and business leadership. * Implemented change management governance while centralizing IT functions across the organization. * Laid out a road map and project schedule to advance key strategic initiatives including assessing and selecting single integrated EHR and ERP solutions to improve business operations and care delivery; implement telemedicine and mobile health solutions; and move applications to a cloud-hosted environment. * Collaborated with advisory partners to develop a formal security strategy and program. Formed a security operations team and engaged key leaders to bring security risks forward as needed. * Restructured the IT team to realign with organizational needs, future direction, and industry metrics. Developed cross functional teams founded on ITIL standards. * Implemented an IT Project Management Office (PMO). Allocated dedicated resources to run IT projects according to PMI methodology and function as liaisons to the organization. Led a portfolio of 50 projects at any one-time. * Major project accomplishments included: initiated and negotiated and an Epic Community Connect implementation, implemented Workday ERP, data center cloud upgrade, Microsoft O365 conversion, and a network and wireless infrastructure redesign.

* Served as secondary to the enterprise CIO and led operations for the IT division with approximately 500 employees offering a full portfolio of technology services. * Progressively managed $160M in combined capex and opex budgets with a positive 2% budget margin. * Core shared services team contributor that acquired and/or completed new facility build expanding the healthcare system from three centrally located hospitals to 19 statewide facilities over eight years. * Initiated and led approximately 30 projects ranging in scope from $500K-$20M resulting in measurable operational process improvements across the organization. Managed the PMO whose portfolio included 200 concurrent projects, each ranging in scope from $500K - $20M, with an aggregate of more than $200M. * Developed cost allocation models for the statewide enterprise to equitably distribute the cost of delivering shared services across all statewide facilities. * Worked with clinical leadership to develop and implement a framework for identifying, prioritizing, and implementing key initiatives through a Project Review Board. * Managed the vendor oversight program and negotiated contract price reductions and selection process improvements that yielded savings of more than $10M annually.

* Managed client engagements with primary focus on HIPAA consulting services and system selections.