Mike Snow

Led disruptive innovation initiatives and organizational development within Kettering Health's IT division, driving agility transformations and strategic platform roadmaps.

• Defined and established a newly created Director-level role, demonstrating proactive leadership during organizational flattening and supporting over 50 impacted positions.
• Developed and implemented an organizational development function for the IT division, enhancing management systems, continuous improvement, and the IS Framework.
• Guided IT change agents in creating a comprehensive roadmap for IT across people, process, and technology dimensions, fostering strategic alignment and future-readiness.
• Spearheaded the divisional process transformation towards agility, primarily utilizing Scrum, and managed/mentored a team of agile coaches.
• Managed and coached technical architects in the development and deployment of major platform roadmaps, ensuring strategic technology evolution and successful implementation.
• Successfully onboarded Biomedical Engineering into the Information Systems family, integrating new functions and expanding departmental scope.

Directed the IS Center for Improvement, overseeing strategic deployment, continuous improvement, and new service incubation across Kettering Health's enterprise.

• Oversaw the IS Center for Improvement, enabling strategic deployment through project and portfolio management and fostering a culture of continuous improvement.
• Incubated new services and capabilities in Analytics, Population Health, and Digital Guest Experience, serving as the Enterprise Project Management Office (EPMO).
• Evolved the Information Systems Foundational Practices into a comprehensive IS Framework, establishing core ideology, strategic aims, and success metrics.
• Led the IS Senior Leadership team in advancing the IS Framework and Management System, leveraging Patrick Lencioni's 'The Advantage' for organizational effectiveness.
• Created a Digital Guest Experience service, including director recruitment, strategic planning, service/product catalog definition, and team expansion.
• Matured the IT PMO into an EPMO, engaging with governance structures throughout Kettering Health to provide comprehensive portfolio and project management services.

Provided executive leadership for Kettering Health's IT operations, managing substantial budgets and staff while driving customer experience and strategic goal achievement.

• Served as an executive function reporting to the CIO, overseeing comprehensive IT operations including Application, Infrastructure, Shared Services, and Center for Improvement departments.
• Managed an annual operating budget exceeding $70 million and a capital budget over $10 million, effectively allocating resources for IT initiatives.
• Directed a staff of over 250 IT professionals, fostering a high-performance culture and ensuring operational excellence across all IT functions.
• Evolved a customer experience assessment framework based on Net Promoter Score methodology, improving IS Value NPS from 34 to 65 and IS Operations NPS from 85 to over 90.
• Guided the adoption and operationalization of the Four Disciplines of Execution methodology, increasing helpdesk First Contact Resolution from 58% to 69% and Service Level Target achievement from 77% to over 90%.

Established and led the Center for Improvement, driving organizational development and continuous improvement through best practices in project management and IT management.

• Defined and established the Center for Improvement as an organizational development arm of IT, driving the adoption of industry best practices in project management and process improvement.
• Fostered a culture of continuous improvement by leveraging Lean principles, resulting in six large-scale rapid improvement (kaizen) events.
• Established cross-team working agreements and defined value streams with standard process and metric definitions across the IS division.
• Founded a Project Management Office (PMO) based on PMI standards and a Service Management Office (SMO) based on ITIL standards, enhancing project and service delivery.

Managed diverse IT teams supporting desktop, network, telecom, and biomedical device integration across Kettering Health's medical centers and provider network.

• Led teams providing desktop/print, network, telecom, and biomedical device integration support across 8 medical centers and over 250 providers.
• Planned and executed client hardware deployment and operational changes for the Epic electronic medical record rollout, increasing end-user computing devices from 5,800 to 10,700 in two years.
• Successfully implemented the Capsule biomedical device integration solution, enabling automated documentation from anesthesia machines, patient monitors, and ventilators.
• Served as the lead IT infrastructure project manager for the new Soin Medical Center, ensuring successful IT setup and opening in March 2012.

Managed IT Operations at Greene Memorial Hospital, overseeing network, systems, security, and helpdesk functions, and defining strategic infrastructure plans.

• Managed an Operations Group encompassing Network and Systems Teams, Field Technicians, Information Security Officer, and Helpdesk Manager.
• Defined infrastructure strategy and budgetary needs for a 5-year strategic plan, including network, server, and client infrastructures.
• Provided performance reporting for team members and systems against Service Level Standards to IT governance groups.
• Coordinated projects for new application introductions and infrastructure sizing for scalability, ensuring seamless integration and performance.
• Provided technical assistance and customer service mentoring, splitting duties between managerial and hands-on support.

Managed Systems Team and engineered critical IT solutions, developing improvement plans and supporting new application implementations.

• Managed the Systems Team, including Field Technicians and Helpdesk, overseeing daily operations and support functions.
• Developed short- and long-term plans for system improvement and replacement, including resource time and capital investment budgeting.
• Provided critical systems support for new application implementations, encompassing server sizing, configuration, client application deployment, and performance tracking.
• Designed and configured clustered SQL servers for business-critical clinical and billing systems, ensuring high availability and performance.
• Developed software deployment packages using VBScript and Microsoft Installer, streamlining application rollout processes.
• Initiated and managed a project for Helpdesk and Field Technician documentation creation and organization, improving knowledge management.

Oversaw server environments and infrastructure design, managing day-to-day operations and implementing system migrations.

• Oversaw the server environment, including backups, data restoration, and security products, ensuring system integrity and data protection.
• Designed systems infrastructure, authored maintenance procedures, and established standards for PC configuration and application deployment.
• Managed day-to-day operations of the Field Technician team, ensuring efficient support and adherence to standards.
• Successfully transitioned directory services from mixed Novell Netware/Windows NT to Windows 2003 Server Active Directory, utilizing VBScripts for migration and distribution.
• Completed migration from Lotus Notes R5 to Microsoft Exchange 2003, integrating address books and schedules for enhanced collaboration.

Provided technical support for clinical and business users, managing workstation deployment and troubleshooting to ensure operational continuity.

• Installed, upgraded, and repaired client workstations, supporting clinical and business users across diverse healthcare devices and applications.
• Documented client application procedures and troubleshooting guides, improving support efficiency and knowledge base.
• Provided user training and assistance, enhancing user proficiency and reducing support needs.
• Successfully reduced the ticket queue to zero, demonstrating exceptional problem-solving and efficiency in support operations.

Managed marketing operations including mail list management, sales analysis, and digital strategy for a direct mail cataloging company.

• Managed mail list operations, optimizing targeting for direct mail campaigns.
• Conducted detailed sales tracking and analysis, generating reports to inform marketing and business strategy.
• Developed internet strategy, including search engine optimization (SEO), to enhance online presence and reach.