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MICHAEL ROSEN

New York, NY |201.247.3856| rosen.mhr@gmail.com

Business Requirements Gathering | Functional Leadership | Project Design | Stakeholder


Interviews | Client Liaison | Workstream Management | Data Analysis | | Budget Management |
Change Management | Process Improvement | Software Skills: MS Word, PowerPoint, Visio, MS
Project, Excel, SharePoint, Outlook

Experience in the full project lifecycle, including requirements gathering, setting stakeholder expectations, risk
assessment, resource management, budget management, quality management, and delivery of business goals.
Point of contact and liaison with client and senior team members in the identification and integration of strategies to
streamline processes and foster an efficient operational environment.
Create, manage and deliver successful programs and projects that exceed client expectations and timelines.
Analytical business professional with expertise identifying and remedying risks and performance gaps in operational
environments including several leading healthcare institutions.
In-depth understanding of healthcare business drivers obtained through Master of Public Administration in Health
Policy and Financial Management utilized to optimize the patient experience while ensuring financial viability in the
evolving healthcare environment.
PROJECT MANAGEMENT AND BUSINESS ANALYSIS EXPERIENCE
ERNST & YOUNG LLP NEW YORK, NY 2012 - PRESENT
Multinational professional services firm providing management advisory services for performance improvement.
Senior Consultant
Perform operational analysis for projects with contractual values ranging from $110K to $1.1M for a diverse client base.
Create project scope, complete comprehensive interviews with client stakeholders, manage workstreams, and serve as a
client liaison throughout all phases of the project. Map out current program processes and analyze data to yield
conclusions about trends to identify process improvement strategies.

Completed a perioperative services assessment and delivered process improvement recommendations that decreased
patient delays by 12% from 21% and improved patient satisfaction by 9% within 12 months. Delivered a gap analysis
and value propositions aligned to 4 strategic pillars: operating efficiency, expense management, and revenue
enhancement and governance leadership. Also played a key role in the project coming in at $15,000 under budget
through effective resource management.
Served as the lead project analyst for a Clinical Research Infrastructure Support project at a Long-Island based
academic medical center. Prepared an assessment of a current state clinical research operations program, assessing
capabilities and tools; decreasing the reliance on contracting with the Biomedical Research Alliance of New York, with
the goal of bringing clinical trials in-house, which was projected to save the client $1.5M in annual administrative fees.
Led the reporting and RAID processes (risks, issues, assumptions, dependencies) with the primary objective of owning
the weekly status report; which entailed compiling, reviewing, and delivering Executive Project Management Office
(EPMO) status reports, managing the EPMO reporting process, communicating with Working Sponsors, Program
Managers and teams to receive updates and confirm accuracy and relevancy of information within the reports for a
leading power and utilities company. The EPMO office was established to oversee the implementation of a security
program where there were approximately 80 EY team members on the $144.5M program which will improve the
reliability and security of power grids across 4 regions.
Identified performance gaps and prioritized corrective actions to prevent the closing of 6 state run home healthcare
aid agencies in response to a Department of Justice Settlement Road Map for a State Behavioral Health Agency. The
settlement response plan prevented the loss of 35 jobs and increased revenue by 12% over a 2-year period.
Executed schedules and procedures for an ICD-10 enterprise testing program. Coordinated mapping validation and
transaction testing for 4 providers as part of the Manhattan based, health insurance Companys pilot testing initiative.
Validated the technical capabilities of sending and receiving claims with ICD-10 codes and reviewed claims
adjudication outcomes.

Michael Rosen | Page 2


AMERICAN THORACIC SOCIETY (ATS) NEW YORK, NY 2011 - 2012
Not-for-profit organization whose mission is to improve health worldwide by advancing research, clinical care, and
public health in respiratory disease, critical illness, and sleep disorders.
Executive Assistant (Part-Time)
Planned and facilitated all aspects of ATSs premiere event, the annual International Conference of the American Thoracic
Society. Coordinated complex schedule, sourced vendors and allocated a $45,000 food and beverage budget. Edited the
membership handbook with updates on organizational goals, membership benefits and industry trends.

Maintained and fostered relationships with local constituents, playing a key role in adding 100+ thoracic surgeons to
organizational membership.
Increased advertising and sponsorship by 12% from prior year ($67K) through persuasive sales strategies to previous
convention sponsors.

NEW YORK PRESBYTERIAN HOSPITAL | WEILL CORNELL MEDICAL CENTER NEW YORK, NY
2011
Nation's largest not-for-profit, non-sectarian hospital, with 2,478 beds. Weill Cornell Medical Center is an academic
affiliate of the hospital.
Administrative Intern (Summer)
Designed and led a pre-operative documentation flow project on behalf of the Vice President of Perioperative Services.
Interviewed patients, nurses, surgeons, Anesthesiologists, and surgical support staff to identify bottlenecks that were
increasing patient wait times, resulting in operating room delays, decreases in patient satisfaction and post-surgical
delays. Analyzed data collected from a department consisting of 45 operating rooms to identify assets and liabilities of the
scheduling processes, documentation capabilities and scheduling tools. Presented strategies to improve the flow of people,
equipment, and technologies for perioperative case safety and optimization. Determined trigger points in post-op bed
occupancy which assisted in forecasting operating holds while maintaining optimum flow.

Increased the number of completed charts by 15% through the design of metrics and benchmarks. Also implemented a
central filing system that decreased duplication of services by 20%.

BETH ISRAEL HOSPITAL (CURRENTLY MT. SINAI HEALTH SYSTEM) NEW YORK, NY 2009 - 2010
Integrated health care system and teaching hospital that employs 2,784 full- and part-time physicians, 3,783 voluntary
physicians, and 12 freestanding ambulatory surgery centers.
Administrative Associate Statistical Analysis
Enhanced the hospitals relationship patient surveys, incorporating maintenance and facility satisfaction to the
assessment. Gathered and analyzed qualitative and quantitative data from patient, RN, and physician responses.
Translated findings to hospital administration resulting in operational changes that increased quality and delivery of
hospital services by 5% based on data analysis of future survey results.
AFFILIATED PHYSICIANS INC. NEW YORK, NY 2007 - 2009
Medical group practice with a national network of physician practices across the country. The group provides
preventative healthcare services to companies and organizations.
Assistant Program Coordinator for Campaign Management
Managed the successful execution of 21 training programs for doctors and nurses working under Affiliated Physicians
resulting in increased revenues of 19%. Designed staffing procedures for sourcing and qualifying physician and RN
resources for companies hiring Affiliated Physicians to deliver flu campaign shots.

EDUCATION AND CERTIFICATIONS


2012, Master of Public Administration (MPA), Health Policy and Financial Management, New York
University (NYU), Robert F. Wagner Graduate School of Public Service, New York, NY
2006, Bachelor of Arts, Political Science & History, Syracuse University, Syracuse, NY
Preparing for the Project Management Professional (PMP) Certification
(Anticipated Completion in January 2016)