Mahmoud Hashem

Cerner Corporation, a Multinational provider with its HQ in USA and, one of the lead providers for health information technology solutions, services, devices and hardware, as of February 2018.
Cerner products in use at more than 27, 000 facilities around the world and the company had more than 28, 000 employees globally.

Key Achievements:
- Managed an end to end digital transformation program across public and private hospitals for Monash Medical Centre with total number of 2000+ beds across 7 hospitals (https://goo.gl/sxn5xF).
- C-Level and program steering committee main point contact for reporting and escalations for all program’s work streams.
- Monash’s Cerner Millennium EMR Application implementation program in a nutshell was $30M, over 24 months timeframe with total of 85, 000 professional services working HOURS and a team of 40+ members directly engaged and dedicated to the program from Cerner side and 150+ from client side.
- Clinical services and workflows included but not limited to; Care Delivery (Doctors’ & nurses’ documentation), Surgery, Core, Emergency, Pathology, Medication Management & Pharmacy, Foreign System integration (FSI), Sepsis, NICU, Devices’ integration, client’s business process change & adoption management, End-user training, infrastructure services including cloud hosting and services co-location. Go-Live strategies & planning, Services transitioning, Disaster Recovery & BAU strategies, and POST Go-Live support.

Sidra Medicine is a ground-breaking hospital, research and education
institution in Qatar; Focusing on the health and wellbeing of women &
children regionally and globally. Sidra is a $2.4bn project, fully digital facility, second largest medical project in the GCC, nine storey hospital with 500+ beds, seven storey clinic with over 35 clinical services.

Key Achievements:
- Managed the Implementation and delivery of multiple Cerner Millennium EMR Application solutions across Women, Pediatric & Foundation Services. Including PowerChart, Acute Case Management, Breast Milk Management, Bridge Medical Blood Transfusion, Inpatient Pharmacy.
- Responsible for leading, guiding, mentoring, motivating and developing staff using appropriate task delegation, performance management and support.
- Managing the agreed project scope, budget, timelines, risks, & deliverables. While ensuring quality reporting to Sidra PMO, executive level management & Steering committee.

The Electronic Health Record (EHR) Project aims to address the key area of demand management through the development and implementation of integrated shared Electronic Medical Record across 10 hospitals within the Victoria's Grampians Region to support innovative models of patient care.

Key Achievements:
- Successful implementation and roll-out of an integrated electronic medical record (eMR) application across WHCG different sites & departments in partnership with the Regional Project team including end-user training for 500 clinicians & hospital staff.
- The development of a federated system of electronic access via a regional health information exchange using the Individual Health Identifier to link records for access of information by general practitioners, specialists and community health staff.

Albury Wodonga Regional Cancer Centre (AWRCC) is a Federal Government $65 million funded Project. AWRCC consolidates & expands existing public and private cancer services in Hume region.

Key Achievements:
- Achieved strong customers & stakeholders engagement using my strong influencing skills, business background and communications skills.
- Overseeing all aspects of the ICT, Health Information Systems & Clinical Applications design and implementation within the AWRCC.
- Managed the AWRCC IT solution high level & detailed design phases with the ICT services providers & consultants.

Ballarat Integrated Cancer Centre “BRICC” is a partnership between Austin Health & Ballarat Health Services (BHS) to provided a “One Stop” world class “patient centred” cancer services to people of Western Victoria and beyond with $2.5m budget for IT services.

Key Achievements:
- Managed Data, Voice and Wireless network design & implementation catering for 1K users throughout all phases using my strong technical background and communication skills involving key users for requirements gathering and solution quality assurance.
- Managed the selection, procurement and implementation of IT solutions within the BRICC in conjunction with the existing BHS IT Department.
- Reduced the cost of the IT network by 25% while increasing the network scalability by 50%.

Managed the day to day operations of this $15m project to develop and implement a secure government network to connect 50 government agencies to enable improved data sharing and provide an enhanced platform for government e-services.

Key Achievements:
- Managed multiple full projects life cycle across several organisations and government agencies in parallel, delivering against extremely challenging deadlines and in some cases with constantly moving deliverables.
- Led the technical stage of the business requirements identification for 15 governmental sites whilst developing their project initiation documentation and project product description to ensure that the technical solution would meet client's needs and expectations with the agreed quality.
- Primary contact point for e-Government services migration and integration team to assure stable and reliable e-Gov services provesion.
- Headed the e-Government “Smart Services” initiative which included VOIP, Video Conferencing and unified communications. Involved encouraging several government ministries to participate, defining the services, managing and coordinating the effort of Microsoft and Cisco to finalise their pilot proposal and negotiating hardware, software, licences and resources valued at $1m during the demonstration and pilot phases.

PepsiCo GenNXT is a $550m managed services outsourcing program with Hewlett-Packard (HP) and British Telecom (BT) aimed to create One Global IT Operation Model by presenting 3 Tier 3 global Data Centres and 3 global Network Operation Centres. Scope included 64 Countries Network Migration with consolidation, migration and relocation of Data Centres.

Key Achievements:
- Led the design, implementation and testing activities for the GenNXT Program in Egypt HQ & North Africa Data Centre and Networks including 74 remote sites.
- Increased user satisfaction from 60% to 85% in 6 months by identifying user concerns, providing the primary escalation point for IT issues, allocating the required resources to promptly resolve issues and providing users with information and guidance on addressing commonly experienced day to day issues to enable highly skilled experts to focus on the more complex problems.

Provided the technical expertise for a USAID-funded project to improve and automate Court Administration and strengthen the information systems of courts of first instance and the Ministry of Justice. Also, assisted the Egyptian government replicate the modernised systems in other courts.

Key Achievements:
- Forged strong relationships with senior managers at the Ministry of Justice through reliable, customer focused achievements and established a reputation for professionalism with USAID. This provided a catalyst for the Ministry of Justice to request USAID to re direct funds from under-performing projects to my project that led to an expansion of the project to incorporate the Family Courts.
- Reduced the cost of WAN services by 40% by negotiating an agreement with the vendor of a flexible services model.

Worked with the Program Manager to manage the implementation of the Ed-Tech in Schools Infrastructure program involving the acquisition of 7, 500 computers for 14 schools and libraries in seven local government areas, training for over 2, 000 administrators and educators and the development of a web-based education, management and training resource.

Key Achievements:
- Reduced the cost of labour and material per network node by 40% which increased the net profit of the project by 35% by securing approval for lower cost items and pricing and billing for completed network nodes rather than an hourly rate.
- Eliminated the cost of warehousing and stocking raw materials and transferred the risk changes to prices and exchange rate fluctuations by establishing fixed pricing contracts for the raw materials and negotiating guarantees from suppliers that items would be available when required.