C³ Consulting

For a billion dollar healthcare services company, C3 led the planning, design, development, testing, and documentation of several enterprise custom software projects. We managed 100+ person project teams, including internal business, internal technology and vendor team members across multiple locations in the United States. We provided project management leadership to manage resources, issues, risks, schedules, scope, change, and costs. We also provided business analysis and hands-on quality assurance/testing support for many of these projects. We estimated, procured, and managed multi-million dollar program budgets for equipment and external labor and successfully delivered these strategic initiatives on-time and on-budget.

C3 led a multi-year initiative for a high-growth company that provides wireless equipment insurance services and roadside assistance services. We managed all project phases from envisioning through deployment. C3 developed a subscriber-level accounts receivable system with additional functionality for core front-end transactional systems. Our efforts resulted in increased wireless equipment return rates, substantial improvements in the ability to track the financial transactions, and a new level of systems capability and data to support other current and future product offerings. Resulting annual benefits are several million dollars per year.

C3 planned and led the implementation of an Electronic Health Record (EHR) software solution at six health centers and a third party billing team. We defined processes and requirements with the clinical teams, directed the practice management and client reporting teams, and then led the solution delivery efforts. We were responsible for quality and timely delivery of the application to the health centers. In addition, C3 led efforts to incorporate the business users’ required functionality into the vendor’s product roadmap.

C3 led a requirements analysis phase to gather requirements for a complex reporting system for a large healthcare company. We facilitated user work sessions to define detailed reporting requirements including business process flows, detailed data flows, data mining, ad hoc and standard reporting, user interfaces, security, and system interfaces. We documented functional and technical requirements as well as analyzed software options. By comparing requirements against software options, we could then facilitate software recommendations. We developed a high-level project plan and estimated costs for the development phase of the project.

C3 led a software package evaluation and implementation for a client pharmacy with more than 30 locations. We undertook requirements gathering, business process redesign, interface validation and coordination, documentation, solution implementation, testing, training, and deployment planning and support. We implemented a paperless workflow process, full support for electronic submission of prescriptions, and integration with automated fulfillment solutions.

C3 has executed projects to assist companies in analyzing information technology needs, evaluating alternatives, developing the business case, and justifying strategic technology investments. We have managed multiple full-cycle packaged software evaluation projects that provided some or all of the following services: analysis of impacted business processes, skill set assessment and gap analysis, needs and requirements definition, identification and evaluation of prospective vendors, development of an evaluation approach and scoring model, facilitation of vendor involvement (site visits and software demonstrations), facilitation of a selection decision workshop, and implementation planning.

The board of a 300 physician practice asked C3 to facilitate a two-day strategy planning retreat to lead them through visioning, SWOT analysis, strategy development, and one-year tactical action plans. The results included the development of an updated vision and strategies as well as a focused action plan that guided the board through the coming year.

C3 provided consultation and guidance to the chief information officer and management team of a large distribution company in the development of a strategic planning process, methodology, and long-range information systems plan. We conducted interviews with the CEO and the company's divisional chief operating officers to determine business direction and strategic priorities and facilitated a series of off-site workshops with key executives, users, and the IT management team. In addition, C3 assisted the IT management team in creating a long-range systems plan that aligned IT priorities and resources with strategic business objectives.

Guiding and directing all IT functions and services, C3 provided leadership for a department of IT professionals. We participated in strategic business decisions and advised on IT strategy. We also provided a roadmap for improvements in the IT function including people, process, and technology recommendations. Improvements ranged from infrastructure and data center changes to applications, development, and customer support. C3 also assisted in the evaluation and selection of the vice president of information technology.

C3 enhanced the bid proposal process of a services company dependent on effectively responding to RFPs for its sole source of revenue. We evaluated all aspects of the bid process: identification, analysis, development, design, presentation and tracking. Extensive interviews, workshops and workflow analyses produced prioritized improvement initiatives that led to efficiencies, cost savings and increased win rate. Subsequent management surveys and team feedback confirmed continuing progress and a sustained high rate of satisfaction.

C3 led a business process redesign project to automate the AP process for a Fortune 100 healthcare company. We worked with key business groups to understand the business objectives, measurements, and inhibitors and then analyzed and documented the “as is” business processes. C3 facilitated creative problem-solving sessions to define “to be” streamlined processes and documented the redesigned processes and associated benefits. We also documented a high-level implementation plan including estimated implementation and support costs.

C3 facilitated an off-site strategic planning retreat for a group of 30 board members and their committee chairpersons. We met with the project sponsor (incoming board chair) to determine retreat objectives, agenda, and desired outcomes. We also planned the retreat including formulating approaches and techniques to accomplish sponsor objectives, facilitated the planning retreat by leading the team through reflections of the past and future visions, handled committee tactics, gathered lessons learned, and documented planning retreat results.

A large healthcare company asked C3 to facilitate two workshops for regional executives. The sessions were designed to define a common mission, job descriptions, processes, and procedures for their work. C3 met with project sponsors to define workshop objectives and agendas, prepared for group sessions by gathering critical issues and current environment information. We guided the two workshops of approximately 20 people through discussions on current issues, project priorities, roles and responsibilities, and procedures. In addition, we documented the workshop results, and standardized job descriptions and procedures.

C3 established a project portfolio management process (PPM) for a leading provider of specialized, comprehensive health and care support solutions. We designed and implemented the lifecycle process of individual projects and the governance of the process. We also created a comprehensive project inventory across the department, a set of required deliverables for each stage of the lifecycle, and a detailed process map with supporting documentation for managing the process. We facilitated meetings with senior leadership and provided training to leaders within the organization on the new project management process. Our work resulted in improved visibility and tracking for all projects governed by the process and a mechanism for prioritizing projects and decision making.

C3 integrated a PPM process for a leading provider of workplace health and productivity management solutions. We also established a project governance board as well as the design and implementation of a cyclical process to review and manage the portfolio of existing projects. C3 constructed a comprehensive project inventory across all areas of the organization, concluding with recommended project priorities to executive leadership. It resulted in improved visibility and tracking for all projects governed by the new process and the establishment of a mechanism for prioritizing projects and making decisions when resource constraints occur.

A large healthcare client depended on C3 to develop requirements, business rules, and business processes for a custom workflow application. C3 created detailed testing and training plans and provided application support for end users of the application. The custom application automated and standardized the process, provided electronic approval through workflow, and provided storage for related documents. The application currently has different modules each with its own workflows, processes, and business rules. Users include more than 400 people throughout the company.

C3 led a custom application development project for a major healthcare company. We led a team of business and technology resources to design and build a custom system to manage financial operations and complex approval processes. C3 provided project management, requirements definition, system design, development, testing, deployment, and support. We implemented the system which included SQL database and logic, user interface screens, ownership and cash transaction processing, automated workflow for approvals, standard and ad hoc reporting, and system/user administration.

C3 designed and developed a document-centric workflow automation solution for the AP operation of a major national healthcare company. We directed and executed requirements gathering, business process redesign, technical design, documentation, implementation of the solution, testing, training, and deployment planning and support. We implemented the system which included scanning of AP documents, fully automated hands-off processing of pre-approved invoices, user queues and tasks for invoice processing and exception handling, user security and load balancing, and reporting. Our efforts resulted in the system support of approximately 6,000 users across 12 centralized operations centers and 200 facilities, with an estimated Return on Investment (ROI) of $12M over five years.

A 1,200 sq. ft. data center addition was one of several data center build-out and consolidation projects C3 led for a large healthcare company. Our work also included a 14,000 sq. ft. build-out of a redundant data center, including requirements gathering and layout for low voltage cabling, server space, and storage area. In addition, we oversaw the data center relocation of more than 300 development, test, and production systems and more than 70 applications from a tertiary facility to the primary and redundant. Relocation consisted of lift-and-ship as well as hot-cutover, minimal-downtime architectures.

C3 provided infrastructure management consulting, including gap analysis of people, process, and technology, strategic project management, process review, creation and implementation, as well as infrastructure technology hardware and software review. We created, documented, and implemented hardware and configuration standards and mentored existing support staff on technology and process best practices.

C3 replaced a multi-user departmental Access application with a web-based system. The legacy system was used to prepare and analyze proposed contract terms for various types of agreements the company made with physicians. We implemented the system to evaluate the proposed contract terms for compliance with legal requirements and company policy. The system also identified and highlighted any exceptions as well as provided a simple, linear workflow of the proposed contract terms through a three to five step approval process.