Erik Phelps

Experience

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  American Management Systems

  Jun 1994 - Dec 1996

  Team Leader, Consultant

  Supervised a team of 9 professionals responsible for maintaining a large-scale federal financial system at the Department of Housing and Urban Development (HUD). Managed a team of 3 professionals responsible for developing and maintaining decision support capabilities for a large-scale financial system at HUD.

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  Noblestar Systems Corporation

  Nov 1996 - Jan 1998

  Managing Consultant, Analytical Systems

  Project manager and lead developer of a 5-person team responsible for developing a healthcare clinical data warehouse for Value Behavioral Health (VBH) that enables executives and managers to analyze utilization, productivity, and cost trends across multiple dimensions.

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  ZYGA Corporation

  Feb 1998 - Aug 1999

  Principal Consultant, Decision Support Systems

  Project manager for an 8-person team comprised of consultants and client staff responsible for developing a decision support system that tracked usage patterns for GE's EDI network. The system gave the marketing department new insight into customers' behavior, enabling more targeted marketing campaigns. Overcame resource shortages to deliver the system ahead of schedule and under budget.

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  GE

  Aug 1999 - Aug 2004

  Director, Information Technology Department

  Supervised a division with a staff of 35 and an annual budget of $4M responsible for selection, customization, and global implementation of commercial software packages, development and implementation of decision support systems, and administration of the network, servers, databases, and collaborative systems.Summary of Accomplishments:• Worked closely with the CIO and staff to shape the strategic direction of the IT department by creating shared goals, proposing and implementing a new organization structure, and devising an IT-wide bonus compensation plan. The reorganization resulted in an annual savings of $3M (20+%) for the department.• Supervised the implementation of Clarify, a $2.4M workflow system that improved productivity for the telesales and trading community implementation departments. Estimated annual benefit: $1.6M.• Supervised the implementation of Baan Front Office, a $2.2M global sales force automation system that improved profit margins through the automated configuration and pricing of sales proposals and contracts. Estimated annual benefit: $1.1M.• Dramatically improved financial management of a $4M annual budget, restoring financial integrity. Created a process for applying capitalization rules that identified over $1.3M in capitalization credits. Established an invoice tracking and accrual process that uncovered over $700K of overdue invoices.• Improved leader satisfaction rating from 3.5 to 4.4 on a 5-point scale. Increased the number of leadership skills that meet or exceed expectations from 5 to 30 out of 38.• Selected to participate in the GE six sigma quality leadership program. Formally trained as a “black belt” in the Six Sigma discipline of business process improvement and advanced statistical analysis techniques. Led projects that freed up millions of budget dollars and improved system uptime. Show less

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  MITRE

  Aug 2004 - now

  Division Chief Engineer

  Example Projects:• Developed a strategy for modernizing care models, processes, and systems for the Veterans Health Administration (VHA) to improve Veteran health and well-being; specific focus on VHA's transition to patient-centered care.• Led an assessment of the enterprise governance structure for the Centers for Medicare and Medicaid Services (CMS) to improve the agency's decision-making capabilities; specific focus on governance principles, behaviors, and organizational change management• Developed a suite of metrics to measure the performance of compensation claims processing and the impact of transformational initiatives within the Veterans Benefits Administration (VBA); emphasis on measuring performance from the Veteran's perspective• Led development of a strategic action plan for the newly formed Office of Minority Health (OMH) within CMS that recognized funding limitations by leveraging broader CMS programs to improve minority health and reduce health disparities• Developed an investment management framework for the FDA to aid the agency in prioritizing, selecting, and overseeing information technology investments.• Supported the Department of Homeland Security (DHS) and HHS to mitigate risks to the nation’s critical healthcare and public health infrastructure by partnering with public and private sector entities to communicate threats, identify vulnerabilities, and minimize consequences associated with natural disasters and terrorist attacks• Developed a performance management system for the Assistant Secretary for Preparedness and Response within HHS to address challenges in measuring prevention and preparedness• Facilitated the collaboration of health experts from HHS, VA, and DoD to develop the Federal health enterprise architecture; focus on coordinating efforts of more than 120 representatives from over 20 federal agencies to define processes and information flows for public health surveillance and electronic health records Show less