Beth Overstreet is a PMP-certified Operations Director with extensive experience in the delivery of services and softwar...
BETH OVERSTREET Boulder, CO 303-859-7627
[email protected] www.linkedin.com/in/bethoverstreet
PROFESSIONAL SERVICES & OPERATIONS EXECUTIVE OPERATIONS | LOGISTICS & FINANCIALS | STRATEGY & LEADERSHIP PMP-certified Operations Director with extensive experience in the delivery of services and software across multiple industries focused on effective risk mitigation approaches for scoping, planning, scheduling, managing and minimizing cross-project impacts. A consistent track record of providing appropriate, cost-effective solutions. An exceptional communicator across all organizational levels. Adept at presenting complex information to nontechnical audiences. A dedicated leader committed to strong execution and exceeding stakeholder expectations. Excels in leading operational teams, multi-million dollar implementations, developing cross functional relationships, problem solving, motivating and mentoring team members, and fostering lasting customer relationships at both the staff and executive levels. Software Delivery Leadership Data Management Services Change Management Organizational Effectiveness Complex Project Planning & Oversight Stakeholder Engagement Process Improvement Communication Strategies Operations Continual Quality Improvement Risk Management Methodology Development Personnel Development & Training Relationship Building
PROFESSIONAL EXPERIENCE GLOBAL HEALTHCARE EXCHANGE, Louisville, CO, 2010 to present
Global Healthcare Supply Chain Consortium, 0ver 600 employees worldwide
DIRECTOR, PROVIDER SERVICES Providing leadership for North American Implementation, data management and training services for supply chain e-commerce solutions and ongoing data management for the healthcare provider markets. Responsible for services related to Sales support, implementations, revenue generation and customer satisfaction Managing a staff of 24 in three distinct groups, delivering over $13M in revenue and business annually Serving as the escalation point internally and externally relating to Provider Services Implemented process and methodology improvements supporting repeatable and quality processes Transitioned & transformed a data management group into a productive & focused team in eight months Serving as a member of the Product Life Cycle Development team representing all of Operations Management of Operational Expenses and EDBITA Budget to maintain business financial goals 30% growth of implementation team within first year in support of sales growth Developed and executed customer satisfaction measurement and improvement program OWL TREE SCHOOL BOARD OF DIRECTORS, Longmont, CO, 2011 to present Non-Profit Early Education
FOUNDING MEMBER BOARD OF DIRECTORS Created a statement of mission, purpose and bylaws Ensure effective organization planning and development of the business plans, policy objectives, business strategies, and priorities. Assist in developing the annual budget and implementation of proper financial controls Ensure legal and ethical integrity and maintain accountability BOOZ ALLEN HAMILTON, Denver, CO, 2008 to 2010
Leading Strategy and Technology Consulting Firm with 20,000 employees in 80 offices
PROGRAM MANAGER. ASSOCIATE Provided program management and operational leadership for the Veterans Administration contract. Coordinated complex projects, developed strategic plans, scheduled resources, assigned technical teams, oversaw implementations, and reviewed deliverables. Managed project communications across all organizational levels. Monitored budgets, processes, and policies. Developed risk assessments and provided ongoing risk management. Led and recruited three-tiered team of communications, technical statistical analysis, and project support personnel, producing multiple monthly, quarterly, and ad hoc deliverables ________
BETH OVERSTREET 303-859-7627
[email protected] Key contributor to the Centers for Medicare and Medicaid Services market surveillance project to monitor
insurance company adherence to Medicare regulations.
Developed benefits analysis and Return-On-Investment (ROI) analysis for revenue cycle COTS purchase Conducted financial impact analysis for joint Department of Defense and Veterans Administration contracts
MCKESSON PROVIDER TECHNOLOGIES, Louisville, CO, 2005 to 2008
Leading healthcare IT company offering software, automation and robotics, business process re-engineering, analytics, and other services in the US, Canada, the UK, France, Netherlands, Israel, and Australia
DIRECTOR CLINICAL IT PROJECT MANAGEMENT (PROFESSIONAL SERVICES) – WEST REGION Recruited by former GE Healthcare manager. Charged with overseeing regional project management initiatives, with responsibility for strategic planning, project reviews, financial forecasting, project profitability, cost tracking, go-live variance analysis, methodology audits, and customer satisfaction. Delivered multiple clinical projects involving CPOE, nursing documentation, medication management, portal, lab and infrastructure. Managed, trained and coached a 12-person project management team. Directed sales, product integration and installation, product testing, and client/McKesson resource planning efforts for $2-10 million hospital and IDN engagements Developed the risk management vision and strategy for the region including approaches to risk assessment, development of actions addressing priority risks while minimizing impacts of risk on resources, earnings and cash flow Enhanced customer satisfaction and generated ongoing revenues by effectively managing key client relationships with CIOs, CEOs, CMOs, and CNOs, serving as executive sponsor for large engagements and liaison for client/project escalations Optimized strategic human resource and business processes involving compensation, performance evaluations, talent development, recruiting and hiring, budgeting, and salary/ bonus planning GE HEALTHCARE IT, Fredericksburg, VA, 2002 to 2005
Headquartered in the United Kingdom, GE Healthcare is a $17 billion unit of General Electric Company.
ENTERPRISE HEALTHCARE MANAGER, 2002 to 2005 Led 120+ member developmental team for a $14 million integrated project involving multi-products and business units for a major children’s hospital. Maintained positive customer relationship Delivered a $10 million project and developed a strategic alliance with the first digital cardiology hospital; managed 60+ member cross-functional team and expanded customer relationship with ~$4 million annual revenue increase. Coordinated system requirements, iterative testing and evaluation across multiple products and platforms Improved process quality and consistency by developing IT Professional Services Methodology for daily management of potential problems, mitigation plans and templates for project scope, budgets, schedules and performance factors ZONE MANAGER – PACS & RADIOLOGY INFORMATION SYSTEMS, 2001 to 2002 Assumed newly created position and defined role. Recruited and supervised Northeast project management staff ranging in size from 10 to 15 members. Implemented team training, created training documentation, operations and system requirements documentation, and developed coaching plans. Consistently exceeded quarterly revenue goals, generating $32+ million in product line revenue Established extensive relationships with clients, sales, service, and development teams, resulting in highest possible customer satisfaction score for installation services PROJECT MANAGER - PACS, 1998 to 2001 Managed multiple simultaneous projects, accounting for 16% of business revenue
ADDITIONAL EXPERIENCE GENERAL ELECTRIC POWER SYSTEMS, FIELD ENGINEER; UNITED STATES AIR FORCE, JET ENGINE MASTER MECHANIC; CITY OF SUFFOLK, CERTIFIED WATER TREATMENT PLANT OPERATOR; ENERGY ANALYSIS & DIAGNOSTIC CENTER, ENERGY ANALYST; CHESAPEAKE PAPER MILL PROJECT ENGINEER ________ Page 2 of 2
