Healthcare Business: Centralized Imaging Department

As a part of my project management role, I was assigned to develop and manage a brand new centralized department. Initially, this organization did not have any centralized imaging services, as they were segregated across the organization. My scope encompassed identifying whether there was justification to centralize the department, and if there was justification, to build out the department from scratch.

The project required me to work with financial executives, review reimbursements for imaging services, identify any gaps in imaging that we did not offer, hire staff, and develop a staffing model that allowed sonographers and radiology technicians to cross-cover one another.

This project was implemented and executed to a business-as-usual (BAU) state. I served as the interim department manager until a full-time manager was hired to fulfill the role. I was responsible for identifying the candidate and coordinated the logistics to onboard the manager.