Cathy D. Laufer

• Ensures total organizational support of Cerner Core applications and system integration at the tenth largest public healthcare system in the nation, encompassing over 30 healthcare facilities. Providing project management, team management, support services and system design for all IT application while motivating employees to be productive and engaged in work.
• Accomplished multiple tasks within established timeframes including: Orchestrates change management for Cerner Environment Upgrades and Systems Optimizations; Manages all aspects of Core Foundations Integration, as well as Clinical and Business Systems Integration using CareAware, Corepoint Interface Engine and Siemens OPENLink™
• Maximized performance by monitoring daily activities and mentoring team members.
• Onboarded new employees with training and new hire documentation.
• Resolved staff member conflicts, actively listening to concerns and finding appropriate middle ground.
• Maintained professional, organized, and safe environment for employees and patrons.
• Enhanced customer satisfaction by resolving disputes promptly, maintaining open lines of communication, and ensuring high-quality service delivery.

Orchestrated all management functions to support financial and business systems. Manage and cross trained a group of 20 Analysts who provided project management and support services for various departments, as well as clinics and physician offices.

• Provided system wide support ERP / Financial Systems including: Lawson, Kronos, Siemens Invision and Signature, Trizetto Claims Adjudication, Mckesson PHS scheduling system, Mckesson CCMS member administration system, and Pathways Compliance Advisor.
• Successfully managed major system projects including: ICD-10, and implementation of NextGen physician/clinic practice management system; forms on demand

Managed high performing teams for the oversite for all IS functions for 500 bed trauma acute care/rehab/psychiatric hospital, supporting 2800+ users.

• Worked closely with organizational leadership and board of directors to guide operational strategy.
• · Managed annual operating budget of $4.2 million; Serve as liaison between facility and corporate information systems, aligning facility goals with corporate goals.
• Reorganized department to better utilize individuals' strengths and improve customer service
• ·Upgraded and standardized entire facility LAN / WAN and infrastructure.