Brent Ohman, MBA

Information Technology, Software Development: Managed all aspects of Clinical Billing & Revenue Management, Reporting, Scheduling, and Practice Management systems including technical sales, development, installation, support and significant client interface with physicians and hospital administrators. Promoted to Product Lead after only one year and hit 100% license renewal target.

Technical Consulting: Led strategic consulting efforts to organize and implement healthcare-based enterprise-wide projects, linking business systems to clinical systems leveraging integration middleware. Worked with implementation teams, product management, and clients at all levels to ensure smooth and complete installations.

Project Management: Led team to install telecom and IVR (interactive voice response) systems in hospitals and businesses for correct routing within and between departments and facilities resulting in significant improvements in productivity. Acted as primary contact for most client engagements.

Project Management: Saved $12M in lost resource time and time-to-market after I took over a failing program that was critical to the portfolio and division.  I led a cross-functional team pre-sales to support (120 resources worldwide) and instituted practices that resulted in every project being delivered on time.

Program Office: Presented business case to executives and board to establish project, program, and portfolio management via the Program Office. Improved project success record from less than 50% to 90%+ running approximately 40 concurrent projects with an average budget of $1M. Responsible to annual operating budget.

Project Management/Strategy: Delivered critical consulting project to uninvolved Fortune 500 customer. Focused on communication close relationships resulting in successful installation and extremely high customer satisfaction. Customer requested permission to incorporate our process in their internal procedures.

Strategy/Process Improvement: Ensured an additional $2M in software revenue by leading a rescue strategy to resolve issues and maintain/enhance the long-term relationship between company stakeholders and a critical customer and partner. Established effective communication channels and established accountability.

Systems Integration: Successfully led projects and programs providing integration solutions to ERP systems, including SAP, JD Edwards, and PeopleSoft.

Process Improvement/Efficiency: Reduced installation time from 1 week to less than 1 day by developing a detailed installation guide (we called the “Cookbook”) to resolve difficult software installation problems. The efficiencies realized by this approach allowed professional services to maximize the ROI of their consulting engagements.

Data Analytics: Went above-and-beyond to establish the first consistent analytics used by all program managers to trend defect resolutions against the project schedule. My process was embraced by the PMO Director and company Executives and became a requirement for all programs.

Negotiation, Technical Implementation & Operations: Implemented a corporate-wide SharePoint-based PMIS (Program Management Information System) to centralize all processes, websites, templates, metrics, and collaboration facilities. I obtained buy-in at all levels, resulting in an easy corporate-wide transition to the new system.

Executive Reporting: Developed an Executive Dashboard to resolve inconsistent status reports & analytics issue for Executive Management. Sought and received executive level agreement via presentations, prototypes, and demonstrations. This dashboard was subsequently used for other initiatives within the company.

Project Management: Led a major program as a Junior Project Manager with 32 direct reports. Acted as Project and Product Manager to deliver on time. I was promoted to Senior Project Manager due to this effort.

SDLC/Change Management: Built and implemented company-wide lifecycle, change management, performance management, and risk management processes from scratch, increasing project accuracy by more than 50%.

Quality: Launched the Quality Engineering department as Director.  My leadership resulted in a 90% reduction in delivered defects, substantially increased quality, and decreased re-work saving approximately $1.5M per year.

Development Process: Improved accuracy of project estimates from 30% to 80% by designing a tool merging an Object-Oriented methodology (Use-Case based) with sound estimating processes. The OOSE process was a precursor to the Rational Unified Model. My chief architect and I presented our findings at an industry conference which was well received.

Internal Negotiation/Team Integration: Negotiated with “acquiring company” director to retain PMO processes. Resulted in an immediate 20% increase in project efficiency and over the next year we increased efficiency by approximately 30%.

IT Leadership/Strategy/Negotiation: Transitioned out of date computer room technology into state-of-the-art server-based data center. Reduced costs, increased reliability, and simplified our disaster recovery capabilities. The move had to be made with no downtime to and had to be completed on an aggressive timeline to coincide with the beginning of a major release. Our efforts reduced costs by $1M per year and increased reliability. My team and I received notable recognition from the executives.

Company Integrations: My company found that integrating the teams and cultures from the acquired companies was challenging and impacted on our ability to meet objectives. Rather than simply “take and teach” I maximized my involvement. Specifically, I travelled to the new sites, took time to understand their processes/issues/ideas/concerns and then presented my processes and culture from their perspectives. This leadership resulted in completing the cultural mergers of new companies in less than 2 months on average.

Audit Leadership: Shortly after my company acquired a small software company, we were informed that a major customer (pharmaceutical company) wanted to perform an ISO process audit. Due to my training as a certified quality auditor, I was assigned to lead the audit effort. I prepared for and conducted the ISO9000 customer audit negotiation with customer representatives and achieved 100% compliance due to control of audit contents, negotiation with customer representatives, and my previously implemented ISO-compliant processes.

Internal IT Customer Support: Led implementation of an early user support system to resolve the untenable last-in-first-out process keeping my IT team very busy on the wrong tasks. With input from my user community, I established the system, including appropriate user documentation, to report issues and requests. The use community agreed that IT responsiveness significantly improved afterwards (as much as 75%).

Configuration Management: Led implementation of the first configuration management system, allowing software engineers to work more consistently and reducing rework by 40%. I was awarded a promotion due to this effort.

PM Team Process Improvement: The EPMO (Enterprise Project Management Organization) required process rework. I led a GE Workout with the team that resulted in many team-level process improvements.

Strategic Planning: In concert with the CEO, organized, authored, and attained approval to implement a comprehensive Strategic Plan. Required active engagements with senior executives across the organization. Very well received.

Building Renovation: Renovated 25,000 sq. ft. facility on limited budget ($400K) for clients, therapists, and staff.

Operational Excellence: Activated a company-wide playbook to provide roadmaps for program, technical, and operational growth. Enhanced continuous improvement activities via scalable KPIs, OKRs, and SLAs.

Building Security Leadership: Significantly improved building security by resolving deficiencies, adding process responsibilities, and “beefing up” technology with the help of the Denver Police Department.

Scaled Agile (SAFe) Implementation: Member of core team implementing Scaled Agile at Telecom company. Primary responsibilities were Demand Management, Capacity Management, and Metrics focused on the success of Agile Release Trains.