Will Johnson, MBA, FACHE, CHCIO

Senior Executive Officer driving technology and digital improvements across an integrated hospital system with annual revenue of over $500M of operating revenue.

• Established a technology executive presence within the organization and within the Executive Leadership team therefore ensuring technology is a present enabler in strategic discussions
• Simultaneously led the organization to successfully implementing Epic and Workday within three months of each other
• Decreased the operational IT budget by 15.6% through application rationalization, streamlining services, improving the technical architecture and redefining the contracts.
• Improved our security posture by 22% based on the NIST CSF ratings through a focused execution of a security plan
• Reduced our on premise footprint from 99% on prem to 42% on prem by moving services and applications to our Azure cloud and private cloud
• Re-engineered our virtual visit program, developed a digital blueprint and increased efficiency through the execution of our digital roadmap and playbook
• Improved clinical efficiency and effectiveness by reducing 7 EHR solutions to two solutions and align them to best in KLAS solutions
• Increased IT end user satisfaction scores from 1.9 out of 5 to 3.9 out of 5 within one year
• Reduced enterprise vulnerabilities by 82% in a year
• Increased our patient response services and launched the ability to engage our patients more effectively which increase our consumer experience score through the implementation of a AI enabled patient engagement solution
• Reduced physician pajama time by 18% through implementing digital solutions and artificial intelligence tools within Epic
• Led the reorganization effort within Information Technology and Digital organization to increase service delivery and alignment to the strategic roadmap
• Drove adoption of 18% of the ITIL Service management processes to increase service manage objectives

Executive leader reporting to the Chief Administrative Officer focused on ensuring the organization aligns to the strategic priorities, evaluate operational transformation investments, and identify opportunities to abandon investments that does not drive value.

• Defined strategy and tactics around moving the health system to provide care beyond the geographical areas with a target increase in consumers by 40% in the first year
• Reduced FY22 costs by $750K and FY23 forecast by $1.9M by terminating contracts, solution rationalization, and renegotiating terms around pilot and long-term relationships
• Chaired the IT organization steering committee comprised of the Executive Leadership Team which provided strategic direction and alignment to clinical and operational needs
• Established the digital transformation and innovation lab to facilitate innovation projects such as 5G capabilities, robotic process automation (RPA), and implementation of robots for certain key processes

• Led the Enterprise Transformation and Strategic Alignment Office which included 40 project managers, 10 business analysts, 3 financial analysts, several architects and attorneys
• Partnered with senior executive leadership to decrease the operational costs through aligning projects and initiatives to a scoring model that wad designed to generate significant ROI or alignment to strategy
• Report monthly to Executive Leadership on the state of IT. This includes key successes, key challenges, strategic alignment, clinical and business problems being solved.
• Led the strategic joint venture and buildout of new campuses focused on capturing new markets in the DFW area

Reporting to the President/CEO responsible for driving operational improements. During the acting role, responsible for the oversight of HR. Product Delivery, IT, Quality Assurance and Project Management. Manage an operating budget of $20M and direct activities for a 15+ FTEs.

Reporting to the CIO of the Department of Education accountable for aligning IT strategy to the department mission and goals. Ensure executive steering of key initiatives