IT implementation.

The nation’s largest public welfare program was in the midst of a failed implementation of a new enterprise IT system. Playing a leadership role, we stopped the project and identified reasons for failure, including lack of commitment among agency managers, poor understanding of the new system, no performance measures, inadequate training, little technical assistance, restrictive computer programming and a wildly optimistic roll-out schedule. We created an implementation campaign that involved scores of managers and staff, developed project leaders, set performance targets and measures, provided training and technical assistance, added hardware and reprogrammed software. We rolled the campaign out to all 60 field locations, meeting the new schedule while protecting client benefits and reducing errors.   

Financial controls.

Responding to trustees’ concerns about financial management, we managed a project to design and implement financial controls for a billion-dollar academic health care center. We organized and facilitated work groups and supported these teams with analytical tasks, resulting in new controls over cash management, clinical trials, procurement, payroll, affiliation contracts, grants, endowments, revenue cycle and business expense management. The new controls were praised by university trustees and outside auditors.