MANAGING PARTNER
Business Performance Management Institute - BPMI
Total years of experience :34 years, 3 Months
- Provide a spectrum of Executive Management Services to C-Suite Level clients.
- Utilize extensive professional experience to assist clients, act as an executive coach to CEOs, in the areas of health informatics, medical devices and evidence based products and services.
- Assist innovative entrepreneurs to actualize business ideas into viable plans, and successfully launch their businesses.
- Evaluate marketing strategy, including product positioning and risk assessment and provide advice. Prepare and continuously re-evaluate client publicity and marketing approaches.
- Develop, implement and lead product line validation initiatives to facilitate the demonstration of product and/or service utility towards improving patient safety, clinical error reduction, access, quality and outcome of care to targeted stakeholders and clients.
- Arrange for venture capital investments for private sector emerging companies and technologies.
- Preparation of technical manuals, agreements, engagement & Intellectual Property contracts, research protocols, letters, e-mails.
Professor, Faculty of Business, Bachelor of Commerce Degree Programs, Humber College Institute of Technology & Advanced Learning, Toronto, Ontario, CANADA.
Instructing, inspiring, modeling and actively engaging students in learning by teaching the important business core competency skills and sharing my extensive practical business experience to successfully complete the requirements at one of Canada's premier higher education institutes.
ASSOCIATE PARTNER, IBM Global Services & PROGRAM DIRECTOR, STRATEGY AND CHANGE MANAGEMENT OFFICE (SCMO) leading the implementation of the National eHealth Program at the Saudi Ministry of Health (Riyadh, KSA) - Led IBM’s consulting team at the MoH to use information and best practices aimed to transform health care delivery.
Invited to trouble-shoot and lead one of the most important public sector transformation projects, looking after the implementation of the National eHealth Program, based at the Saudi Ministry of Health in Riyadh, KSA.
Primary Responsibilities: As IBM’s onsite senior executive combining a seasoned, broad-based perspective to create pragmatic healthcare IT strategies and eHealth implementation plans at the designed for local acceptability and sustainability in the following two (2) roles/portfolios;
a) IBM’s eHealth Program Director of the integrated Strategy and Change Management Office (SCMO), leading IBM’s SCMO senior multi-disciplinary consulting team at the MoH to use information and best practices to build capacity, improve quality and patient safety, and enable executive decision making and transform health care delivery country-wide.
b) eHealth Program Governance & Quality Lead, managing this business portfolio/stream as a subset of key activities within the overall eHealth implementation Program. Carry out an organizational readiness assessment and implement a governance framework managing risk and ensuring compliance as essential components of good governance using the COBIT 5 framework and organization maturity assessment model. Perform stakeholder analysis and create a sustainable engagement strategy.
King Khalid Medical City (1, 500 beds) - Mega National Health Infrastructure (1, 512, 000 m² - Total Build area with a budget of SAR 4.65 Billion or $1.3 Billion USD) Project Management Office (KKMC-PMO) overseen the A&E work product of approx. 450 international architects and engineers, PM consultants, Construction and Supervision consultants, Main Construction contractor and their subcontractors, including a large number of specialized consulting services covering all aspects of the Mega Project.
Following the completion of the Planning and Design Phase, and as a senior member of the professional KKMC-PMO team my position is now evolved to this new role to optimize PMO’s business operational excellence:
• Involved in all planning matters, including organization and development (OD) initiatives, as well as strategic PMO HR planning relating to the realization of the King Khalid Medical City, the Project Management Office (KKMC-PMO), and the government Saudization Program and capacity building efforts;
• Lead and contribute to a variety of special projects/initiatives ensuring that these are strategically aligned, represent an “added value” and drive achievement of the PMO business priorities;
• Engage internal and external stakeholders and build relationships to drive initiatives that closely support business needs;
• Responsible for ensuring an effective overall PMO strategy, operating rhythm and communications for the KKMC-PMO functions;
• Develop and implement the PMO Communication Strategy, including giving presentations at international conferences and venues to effectively promote and communicate the KKMC-PMO activities and the KKMC Brand both local and international.
• Using external and internal research & analysis, ensure the PMO strategy includes key insights is aligned with the current King Fahad Specialist Hospital - Dammam’s (KFSH-D) overall business strategy, as the roles evolve and converge towards the realization of the future KKMC.
The KKMC mega Project has enjoyed early acclaim and won one of the top six prestigious coveted awards at Hospital Build 2013, which was announced at the Hospital Build & infrastructure Middle East Exhibition & Congress held on June 3, 2013 at the Dubai International Exhibition Centre.
The KKMC Project was selected as the winner of the 2013 Best Hospital Design (Future) category.
See the online pictures - http://hospitalbuild-me.com/en/Awards/Overview/
=> Pursuant to a Royal Decree on March 18, 2011 and to serve the people of the Eastern Province of the Kingdom, the leadership at the King Fahad Specialist Hospital - Dammam in collaboration with the Ministry of Health of the Kingdom of Saudi Arabia has set forth a great vision to build a state-of-the-art Tertiary Referral Academic Medical and Research Centre with 1, 500 beds - The King Khalid Medical City (KKMC) the King Khalid Medical City - is a 4.6 Billion Saudi Riyals or $1.2 Billion USD Mega Project.
=> Developing, energizing and mobilizing the corporate collective, validating and implementing an enterprise-wide strategy to realize a new state-of-the-art Greenfield academic medical center, through the adoption of a joint optimization approach that supports business process development, reflected in evidence-based, process-driven-design, involving integrated care delivery models and operational strategies that are framed within a collaboratively developed new vision, mission and values for a new appropriate and sustainable corporate culture.
=> The KKMC will set a new standard for the delivery of complex healthcare for the residents of the Eastern Province. This vision includes the creation of six Centers of Excellence in Cardiac Sciences; Neurosciences; Metabolic and Genetic Disease, Oncology, Multi-Organ Transplantation, and Ophthalmology. In addition, the feasibility planning process recently completed has revealed the need for important sub-specialties including, Pediatric care, Obstetric and Reproductive services, Rehabilitation, Long Term care, and general medical and surgical services that are essential to support the six centers of excellence. (www.kkmc.med.sa)
Provided the Chief Executive Officer (CEO), and the Executive Management Team with senior professional spectrum of consulting/advisory, leadership and management services, strategic thinking and planning, influencing the overall Organizational Development (OD) and structural design, and related change management activities, and establishing the infrastructure of a new Mega Project Management Office (PMO) towards realizing a new tertiary referral Academic Medical Centre.
Invited to join the King Fahad Specialist Hospital-Dammam (KFSH-D), as a Consultant assigned as the Head, Corporate Planning and Development Department, and later assuming the role of the Project Manager for the New Hospital Feasibility Study, influencing the overall planning and conceptual design of the new Academic Medical Sciences Center (AMC).
The KFSH-D is the leading tertiary MOH referral hospital in the Eastern Province, with 650 beds (rated), 2500 staff, and a total annual budget of 950 million Saudi Riyals or approx. $254 million US dollars.
Provide the Chief Executive Director (CED), and the Executive Management Team with senior professional spectrum of consulting/advisory and management services that contribute strategically to the overall organizational effectiveness and efficiency, impacting the operations of the flagship organization in the Kingdom of SA with an advanced Biomedical Research Centre, 852 beds (as of 2006), 10, 000+ staff and a budget of over 4.2 billion Saudi Riyals.
=> Provide leadership in the design and actualization of an integrated tertiary health care system within the KFSH&RC for the people of the Kingdom of Saudi Arabia.
=> Conduct operational reviews, and neutral-fact-finding studies of Hospital-wide programs or services, develop recommendations, and prepare presentations supporting executive-level decisions to improve the efficiency and effectiveness of the Hospital's operations.
=> Assist in providing expert consultative, facilitative, resource and assistance Hospital-wide to key management staff in the proper interpretation and application of all department operations.
=> Advise and provide recommendations related to the development of efficient and effective operational systems and operational program statements.
=> Conduct studies of identified problem areas within KFSH&RC, recommend corrective actions, and administer the implementation, as requested.
=> Maintain an effective flow of information to, and coordinate with the Director and O&M section supervisors.
=> Develop an integrated institution-wide management information system.
=> Provide advice on the preparation, allocation, monitoring of Hospital Budget/resources.
The Prince Salman Center for Disability Research (PSCDR) was established to address the needs of persons with disabilities and their families. It strives to claim a place in the international community of scholars dedicated to improving the quality of life of persons with disabilities and their families through the promotion, conduct and support of scientific research and the application of new knowledge that capitalizes on advances in genetics, neuroscience, and behaviour sciences.
=> Active member of the Department’s Senior Executive Management Team, holding membership of both the Executive Management Committee and the Senior Management Committee, which serve to build capacity, and contribute to the building and development of an efficient and effective bureaucratic, health and social services infrastructure and delivery models in Canada’s newest political jurisdiction, impacting a $224 million dollar budget.
=> Headed the Policy and Planning Division, shaping the public policy framework covering health and social services, and the key Federal, Provincial, Territorial (FPT) Intergovernmental Relations portfolios.
=> Directed the day-to-day management and support of the Department’s legislative and policy initiatives, strategic planning, and human resources planning.
=> Administering on behalf of the Minister the Access to Information and Privacy Protection (ATIPP) Act and processing access to information and privacy requests functions.
=> Advised and provide the Deputy Minister and Minister with appropriate communications, authored contents for speeches, presentations, meetings and conferences, and represented the Department on a number of senior committees.
=> Acted as the Principal Departmental Liaison and a member of a number of National Intergovernmental Support Working Groups for both the health and social services streams, by representing the Government of Nunavut and supporting the Deputy Minister and the Minister at the Conferences of Ministers and Deputy Ministers of Canada.
=>Negotiated and represented the interests of the Government of Nunavut on the highly publicized and unprecedented national process of Aboriginal policy negotiation that was carried out under the direct authority of the Prime Minister of Canada. Contributed to the development and finalization of the contents of the Blueprint on Aboriginal Health, a policy centre piece for the 2006 Kelowna Accord.
In my role as a member of the MCCHG Advisory Board, I act as an Executive Advisor to the CEO of MCCHG and MCC Global staff in identifying, reviewing, assessing and objectively advising about the viability of early stage venture capital opportunities that is typically a first source of financing for emerging medical/health technology companies.
In this capacity, I played two primary roles:
=> As the Executive Consultant, my role was to exercise decisive consultative and advisory leadership, relationship building expertise, and problem solving skills in the provision of strategic business advice directly to the company President and CEO, as well as designing and initiating product validation pilots, authoring research protocols, contracts, and drafting of key corporate branding and tactical communications solutions to support my client’s overall business goals to launch the company, including an aggressive global expansion plan.
=> As the Beta Team Leader, my challenge was to bring to focus the combined team expertise in technology, medicine, health care services, hospitals, and management to demonstrate the viability and versatility of an innovative automated multi-lingual patient triaging system designed as a waiting room solution with web enhanced teletriage capacity, by engaging in pre-commercialization trials, and soliciting and initiating in vivo product piloting and testing within a variety of hospital and community clinical settings, designing and using a Prototyping Model approach to ultimately facilitate product tweaking and acceptability to facilitate future commercialization.
=> Provided initiative, vision, strategic planning, administrative leadership and knowledge brokering and successfully delivered an integrated information and delivery system for funding and management of all psychiatric institutional services (i.e., Inpatients) that is consistent with the objectives of Ontario's Mental Health Reform.
=> Initiated and headed from start to successful finish a complex, multi-phase (7.5 years) multi-national research and development (R&D) effort in Psychiatry, Health Informatics and Finance, involving 24 professional staff, 36 researchers from 6 countries, 41 pilot hospitals across 4 Canadian provinces, the training of over 1800 clinicians, the assessment of over 5500 patients, and the developments of software and training/reference manuals and managing a $4.5 million dollar budget.
=> Co-authored a new funding system - System for Classification of Inpatient Psychiatry (SCIPP) - A New Case-mix Methodology for Mental Health. The SCIPP advances the introduction of funding equity in the decision of government.
=> Established legal mechanisms, and negotiated and finalized a multi-party complex intellectual proprietary interests and agreements.
=> Successfully completed a unique complex, multi-phase project and its intended deliverables on time and on budget.
Strategically influenced the direction of Ontario’s Ministry of Health and Long Term Care health policy, leading to the implementation of RAI-MH Project deliverables province wide, as of October 1, 2005.
About the JPPC: The JPPC is a unique “provincial partnership” between the Ontario Ministry of Health and Long-Term Care (MOHLTC) and Ontario's 159 hospitals, with a $16 billion budget, through the Ontario Hospital Association (OHA), serving a population of 12 million people and employing over 200, 000 health care workers.
=> Established key corporate policies and procedures, as a founding member of the JPPC professional Secretariat.
=> Led and supported activities that influenced the direction of public health services management and funding policy formulation, and advanced the reform agenda of Ontario’s hospital system at the most senior levels.
=> Translated research towards the formulation of evidence based clinical practice and government health services and funding policy formulation processes.
=> Provided technical, planning and logistical support and coordination for JPPC committees (e.g. Hospital Restructuring Committee, Hospital Management Committee, Hospital Activity Measurement Working Group, Cardiac Surgery Costing Group, and Emergency Services Specialty Working Group), and performing communication, liaison and education functions.
=> Conducted literature reviews, research and analyses.
=> Acted as the JPPC Systems and Network Administrator.
• Successfully completed a multi-hospital services review project on time and on budget.
• Managed and coordinated the day-to-day project operations, selected and managed staff and external consultants.
• Participated in the collection and analysis of demographic data, regional health services patterns and hospital utilisation trends at four hospitals (i.e. The Belleville General Hospital, Trenton Memorial Hospital, Prince Edward County Hospital and Renfrew District Hospital).
• Identified rationalisation opportunities for acute care services and made recommendations to the Hospital Services Rationalisation Steering Committee, the Hastings & Prince Edward Counties District Health Council and the Ministry of Health regarding hospital-restructuring strategies for the region.
• Acted as the media and community contact for the Project and was involved in four (4) half hour TV episodes with the Community Cable Television and the CBC.
• Organized and participated in fifteen (15) public consultation sessions that received wide media coverage.
• Produced a final report with recommendations and advice to the Minister of Health through the District Health Council.
• Completed a unique regional pilot project and its intended deliverables on time and on budget.
• Developed protocols, and authored the “Manual of Guidelines for the Processing of Independent Health Facility (IHF) Unsolicited Proposals by a District Health Council (DHC), June 1992”, containing a regional-based system of review procedures for the establishment and licensing of Independent Health Facility in Ontario. This manual was subsequently shared with all the District Health Councils in Ontario to assist the understanding of their role under the Independent Health Facilities Act, 1989.
• Acted as a resource advising six (6) DHC Executive Directors, staff and council members regarding legal and process issues involving the examination and evaluation of applications to establish and licence Independent Health Facilities in the central east Region.
• Worked in collaboration with the Alternate Funding Unit of the Ontario Ministry of Health (MOH) in Kingston, Ontario.
• Acted as the expert liaison between the MOH and the DHCs.
=> Health Planner & Ministerial Liaison, Northern H
• Launched the Integrated Services for Northern Children (ISNC), a multi-ministry, multi-agency partnership initiative for children living in Northern Ontario that are hard to serve, in my capacity as the North Central Ministry Project Manager.
• Established the York Region District Health Council in the largest then remaining non-DHC area of the Province (population 430, 000). Supported the work of the Coordinating Committee, as the Ministerial Coordinating Liaison, which included local providers, consumers and local elected municipal officials, and held a number of public consultations. As a result, the Minister of Health established the York Region District Health Council in 1992.
• Made funding recommendations for the allocation of a $2.2M Health Promotion budget, and reviewed all proposal submissions for grants.
• Represented the Ministry on a number of senior internal and external committees, including the Health Technology Assessment Steering Committee, initiated by the Ontario Council of Teaching Hospital, promoting excellence and ensuring effective medical and economic utilization of new and emerging technologies.
• Contributed to the launching of the Canadian Coordinating Office for Health Technology Assessment (CCOHTA) (1989-2006), now known as the Canadian Agency for Drugs and Technologies and Health (CADTH).
• Represented the Ministry of Health on two Comprehensive Health System Reviews, dealing with hospital mergers and funding reallocation. Facilitated the merger process of the Parry Sound General Hospital with its counterpart, St. Joseph's Hospital; reallocated $13 million of funding for both the Huntsville General Hospital and the South Muskoka Memorial Hospital in Bracebridge.
• Represented the Ontario Ministry of Health on the Temagami/ Timiskaming Co-Coordinating Committee, which was struck by the Premier of Ontario to formulate a co-ordinated government response to the economic downfall of the region due to mine closures.
• Contributed to the content development of the Ontario Health Survey (OHS) as one of six Ministry of Health representatives responsible for its development in collaboration with Statistics Canada; OHS information later served as the data source for constructing provincial health profiles.
• Participated in the development and finalization of the AIDS Infection Control Protocol for the 10 Provincial Psychiatric Hospitals, and was a member of the Inter-ministerial Working Group on AIDS, whose mandate was to establish AIDS Policy Guidelines for the Ontario Government as a whole.
• Participated as the representative of the Provincial Psychiatric Hospitals and the Ontario Ministry of Health, in the Inter-ministerial Placement Action Committee, dealing with the placement of patients that are hard to serve.
• Initiated and coordinated the planning for the implementation of the French Language Services Act, 1986 (Bill 8) in the designated psychiatric hospitals and was a member of the French Language Health Services Advisory Committee.
• Participated as a member of Hospitals Operations and Professional Groups that included Occupational Therapy, Food Services and Nutrition, Staff Dentist's Committee, and Quality Assurance Coordinators.
Stanford University Graduate School of Engineering - Stanford Certified Project Manager (SCPM), California, USA A Stanford Certified Project Manager (SCPM) is: * A distinguished mark of recognition from a leading academic institution which says you have achieved advanced expertise in the individual and organizational aspects of the project management discipline. * From the Advanced Project Management Program, that provides a unique blend of cutting-edge advanced tools and techniques to strategically execute complex multi-phase projects, programs, and leading cross functional portfolios and complex systems.
The CHE designation demonstrates highest leadership competencies and a dedication to the health services profession; The Certified Health Executive (CHE), recognized as the foremost professional designation for health service executives in Canada, and in the USA through the American College of Healthcare Executives (ACHE). Professional College Activities and Societies: Sample of College activities include: 2006 Chair, Mentoring Committee, Midnight Sun Chapter, CCHSE 2005-06 - Member of the Executive, Midnight Sun Chapter, CCHSE 2004-Present The Certified Health Executive (CHE) CHE Exam Content Review Sub-Committee 2004 - CCHSE Membership Task Force.
Recognition - I was elected as the Program/Student President at both the LSE & the LSHTM. Specialized in both Developed and Developing Countries. This course aims: to (i) develop critical analysis of issues within health policy, planning and financing, and (ii) be able to devise appropriate health policy responses. The course is taken by students from a wide range of backgrounds including: social science or medical training; health service managers or health care providers and those who have worked in national health care systems, international agencies or NGOs. This is a joint programme provided by institutions of international reputation: the London School of Hygiene & Tropical Medicine, and the London School of Economics & Political Science. The course provides training relevant to countries at all levels of development, although participants are able to specialise in issues of common concern to countries with similar health systems and problems.
A graduate program leading to teaching certification in the State of New York, USA and the Province of Ontario, Canada.
Approved by the Ontario Ministry of Education and the New York State Department of Education, and recognized as the fulfilment and demonstration of the professional knowledge, skills, and dispositions by the Educational Leadership Constituent Council (ELCC), representing the American Association of School Administrators (AASA), Association for Supervision and Curriculum Development (ASCD), National Association of Elementary School Principals (NAESP) and National Association of Secondary School Principals (NASSP), USA.
• Specialist: Medical Anthropology • Major: Society, Values and Medicine • Minor: Middle Eastern Languages.
