|Current||Chief Innovation Officer at EZASSI LLC|
|Past Experiences||Vice President Center of Excellence, Healthcare, Pharma, & Life Sciences Innovation at Xerox Technology|
|Chief Innovation Officer Healthcare, Pharma & Life Sciences at XEROX SERVICES – COMMERCIAL HEALTHCARE, PHARMA & LIFE SCIENCES|
|Vice President – Innovation at ACS, Affiliated Computer Services|
|Vice President – Continuous Optimization Initiatives | Government Healthcare Solutions Group at ACS, Affiliated Computer Services|
|Sr. Director, Government Healthcare NE Region at ACS, Affiliated Computer Services|
|Program Director, ACS State Healthcare, LLC at ACS, State Healthcare LLC|
|Principal at FLETCHER GROUP LLC|
|Vice President Business Decision Support, Healthcare, Retirement and Investment Operations at CIGNA Corporation|
|Chief Innovation Officer at EZASSI LLC|
|External Contacts||Network Contacts|
|Markets/Industries/Target Group Expertise:|
As, Chief Innovation Officer for Ezassi, Denise is responsible for expanding the company’s innovation leadership strategic focus, partnerships and spearheading all innovation consultancy services for Ezassi clients. She is a thought leader and worldwide speaker on Innovation, healthcare, pharma and life sciences. She works closely with companies in all stages of their innovation program development and execution to help ensure success and she oversees the inception of the Ezassi Innovation Advisory Board.
Brought into a newly created position to establish a center
of excellence in healthcare, pharmacy, and life sciences
for the technology group. Focused on innovation and
commercialization of Xerox technology solutions; this
included developing a go-to-market strategy for the US
healthcare sales team and connecting the technology group
to the services side of healthcare innovation to develop
synergistic solutions for healthcare customers.
Established a three-year strategy for the technology group to execute and advance position in healthcare, pharmacy, and life sciences; leveraged the services capabilities and innovations ready for commercialization.
Commercialized Xerox printed memory “thin film” technology for application in healthcare and pharmacy. Developed and executed a road map to successfully unveil this at HIMSS 2016 and achieve $1 million in sales for beta year.
- Voted one of the top ten cool emerging technologies.
Developed, with the Advisory Board, a 12-course training curriculum for the sales team to develop their working knowledge of US healthcare and policies to sell into the market.
Completed a three-year research grant with URI School of Pharmacy on medication adherence in the senior market.
Vice President & Chief Innovation Officer
Managed the innovation process from research through commercialization to produce a sustainable pipeline of top line growth projects, bottom line cost optimization projects, and new service development. Presented Xerox healthcare innovation to internal and external audiences through customer thought leadership, sales, and speaking events worldwide. Developed innovation branding, marketing, sales material, and training. Integrated corporate strategy into five-year innovation plan.
Achieved innovation revenue target of $43.35M; created a five-year forward innovation pipeline from research through commercialization valued at $542.9M.
Developed innovative solutions in crowdsourcing, smart sensing, telemedicine and medication adherence, wellness advisor, recovery services, fraud, waste, and abuse reduction, print optimization, customer care, and block chain.
Presented 200+ external healthcare, innovation, and client facing events promoting Xerox innovation and thought leadership.
Created a framework to commercialize solutions including research, services, sales, marketing, product branding, and patent process; this process was adopted by eight business segments in Xerox.
Led 100+ customer-facing and dreaming sessions involving researchers to create and incubate partnerships with customers relating to innovation in the research pipeline.
Reached pipeline targets of $415M in revenue and $16M in cost savings.
Developed a framework for customer intimacy sessions linked to supply chain analysis.
Collaborated with development engineers to build or buy identified solutions; this resulted in implementing ten scalable projects that changed the way ACS provided services to customers and substantially increased value.
Implemented the Customer Intimacy Program linked to satisfaction surveys, thought leadership program, innovation strategy, and ACS enterprise-wide Healthcare and Insurance Council
Served in two increasingly responsible roles leading a
27-person senior level consulting operation directed at
cost savings, generation of add-on and consulting services
focused on sales opportunities and project implementation,
and analytics in enrollment broker and healthcare
Achieved $30M in cost savings (FY08 vs. target $16M) and $16M in cost savings (FY07 vs. target $12M) by instituting companywide best practices.
Implemented global business solutions, banking services, IVR, labor shift to offshore, mainframe to mid-range migration, strategic partnerships, call center, and IVR performance.
Delivered add-on revenue of $46M at > 30% margins in GHS services across multiple accounts, National Provider Identification (NPI), Assessments & Remediation, Healthcare Payment Methods (PMD), and Medicaid Information Technology Architecture (MITA).
Developed growth pipeline for emerging products (ICD-10, HIPAA II, HL-7, and Acuity Rate Setting) that led to an estimated $25M in incremental sales.
Reduced call center cost by ~10% and turnover by ~20% annually; this was achieved by implementing call center benchmark models that were focused on increasing self-service utilization via IVR and Web Portal and decreasing CSR talk time.
Attained Presidents Club and received the Super Hustle Award (ACS most prestigious employee recognition award).
Managed accounts reporting to NE Region Vice President with
project oversight in areas involving requests for
proposals, program implementations, P&L performance,
program dissolutions, and cost containment improvements.
Led turnaround teams for two contracts in trouble to identify issues and improve project performance. Delivered stabilization plan and achieved service level improvements. Added $3M in new services.
Oversaw contract dissolutions in ACS’ best interest (Iowa MMIS, Maryland Enrollment Broker (EB) and DC EB).
Negotiated with key stakeholders and new contractor transition and internally identified asset dissolution opportunities, staff retention and stay bonus plans, and P&L impacts.
Achieved $4M cost savings by leading internal cost containment initiatives.
Oversaw contract and P&L of the Care4Kids Childcare
Assistance Program. Directed program staff of 150 ACS
employees. Offered executive vision and project oversight
to Connecticut Department of Social Services,
Commissioner-level entities, advocacy and outreach groups,
and all stakeholders of the childcare program.
Reduced losses by $8.5M in a pre-existing money losing operation by re-engineering operations, negotiating contracts, and managing a tight fiscal budget.
Reached all quarterly and monthly service level agreements from 2003 to 2005, while increasing caseload and reducing staff members.
Attained $2.5M reduction (18%), retroactive one year, in project expenses by negotiating contract terms with client.
Negotiated contract amendment and successfully transitioned to new vendor with a positive PTP of $910K.
Maintained a 98% retention of staff due to effective leadership and the ability to share a common vision and goals.
Managed development and implementation of a paperless, customized system to deliver services to 22,000 children and 8,000 providers; achieved overall client satisfaction ratings of 84% with recipients of the program and 75% of providers.
Founded and managed a consulting practice specializing in
all aspects of healthcare and financial infrastructure.
Provided cost efficiencies, operation and market
improvements, product development, and vendor
Functioned as an interim COO (appointed by board of directors) to Healthcare Company jointly owned by local universities and hospitals. Directed operations and customer service delivery to ~215K commercial and PPO members.
Reduced PPO claim processing overhead costs by 33% and achieved a 30¢ PMPM reduction in Commercial and Medicaid business by re-engineering operations.
Recovered >$3.0M in overpayments relating to prior TPA errors and >$1M in Medicare premiums due.
Developed multiple outsourcing solutions for AFDC Medicaid Healthcare contract; migrated dental services to a capitated contract that reduced PMPM costs by $2.90.
Previous experience included tenure with Cigna Corporation; took on increasingly responsible roles in Healthcare, Retirement, and Investment Operations. Positions ranged from Assistant VP & Controller to Sales & Marketing Business Decision Support.