Summary
Overview
Work History
Education
Skills
Certification
Executive Competencies
Notable Accomplishments
Timeline
Generic
Christopher Izzo

Christopher Izzo

Austin,TX

Summary

Highly experienced Health Systems Administrator with 15+ years in Government Healthcare Environments, specializing in Healthcare Informatics, Capital Improvements, and Organization Building. Recognized for overseeing administrative functions, including strategic planning, resource allocation, and compliance within VHA and DHA Healthcare Systems. Proven expertise in goal setting, long-range planning, efficient business management, and stakeholder coordination for achieving healthcare system objectives. Demonstrated success in scaling hospital operations for growth, innovation, and performance excellence. Proficient in optimizing business designs through technology integration, holding a Master's in Healthcare Administration, MBA, PMP, and Six Sigma Lean Black Belt certifications. Renowned as a consensus builder dedicated to fostering collaboration and inclusivity in healthcare environments.

Overview

24
24
years of professional experience
1
1
Certification

Work History

Director | Government Engagement, Health Division

ASRC Federal
09.2022 - 08.2023
  • Selected by executive leadership to step into role as Healthcare Policy and Program Management SME, providing transformative oversight to the Defense Health Agency (DHA); modernized legacy systems, improved EMR security and integrity, and created a single point EMR for service members, veterans, and their families
  • Managed project-related P&L statements, cash flow statements, and balance sheets; ~$10.8M annual budget; and 13 direct reports and 85-FTE organization (PMs, solution architects, system engineers, logistics, change management leads, medical EMR SMEs, and HR) located in the U.S and overseas.
  • Developed tactical strategies to support organizational vision and goals.
  • Collaborated with senior leadership team to understand impact of government and legal changes and align policy, strategy and services.
  • Led crisis communications and media relations activities in response to challenging situations.
  • Served as CMIO/clinical leader for solution optimization implementations as needed.
  • Coordinated between departments and regional offices to streamline workflow and maximize budgetary transparency and accountability.
  • Executed engagement strategies to promote opportunities or mitigate risk.
  • Communicated with department directors to develop measurable program outcomes and indicators.

Senior DoD/VHA Healthcare Program and Policy Analyst

Booz Allen Hamilton
01.2020 - 09.2022
  • Recruited to provide expert leadership and management for executive-level healthcare clients, drawing on my extensive knowledge of VHA and DoD, encompassing clinical and nonclinical health systems.
  • Recommended and drafted updates to legislation, regulations, and policies, and presented reports outlining policy actions.
  • Directed revenue cycle expansion support for the Defense Health Agency (DHA) PMO.
  • Collaborated with DHA and VHA to manage project and change management activities, specifically for the deployment, activation, and sustainment activities related to the GENESIS (MHS-G) program implementation.
  • Served as the DHA Lead Deployment Site Engagement Manager, playing a pivotal role in the successful deployment of the new electronic health record system, MHS GENESIS, across 1,500 military treatment facilities.
  • Facilitated collaboration among clinical governance councils and client stakeholders, ensuring the successful implementation of identified solutions.
  • Enhanced internal operations and relationships between VA/DoD by analyzing sharing agreements, formulating performance management strategies, and identifying additional medical sharing opportunities at local, regional, and national levels.
  • Served as a subject matter expert advisor for the Executive in Charge (EIC) at VHA and the Office of Healthcare Transformation, leading a critical project to navigate the challenges posed by COVID-19, resulting in a comprehensive plan and recommendations.
  • Bridged data gaps between operational teams and COVID-19 crisis response efforts, facilitating key presentations and strengthening collaboration among workstreams.
  • Originated comprehensive plans within the Booz Allen Hamilton Health Account, leading multidisciplinary facility improvement projects, optimizing operations, and elevating customer satisfaction scores by streamlining services and management operations.

Fractional Chief Operating Officer/ SVP Operations and End-User Engagement

Minuteman Technology Services (MTS)
01.2019 - 01.2020
  • Assumed leadership charter for day-to-day management and oversight of MTS operations, including finance, legal, HR, and administration functions.
  • Collaborated closely with the CEO to drive business expansion, which encompassed program and end-user engagement.
  • Prioritized organizational development efforts to establish a robust and efficient service delivery system, benefiting target clients and key stakeholders.
  • Introduced operational policies and a strategic plan, implementing growth strategies in alignment with execution at scale.
  • Reviewed and approved RFP responses, leading to the successful securing of several multimillion-dollar government contracts for MTS.
  • Established a culture of accountability and success, assembling, vetting, and managing a core leadership team with four direct reports and approximately 150 employees (subcontractors and FTEs) within the first two months.
  • Provided training to ten upper-level leaders and four middle managers while supporting their ongoing professional development.
  • Implemented a comprehensive healthcare training guide for all new MTS hires, ensuring alignment with federal healthcare programs, corporate compliance with healthcare policies and procedures, and adherence to external regulatory bodies.
  • Forged valuable partnerships and professional relationships with external organizations, companies, municipalities, government healthcare systems, and others, acting as the primary liaison between MTS, suppliers, and customers.
  • Collaborated with the leadership team to develop and manage MTS's long-range strategic plans, governance structure, and organizational objectives.
  • Worked closely with the CFO and accountants to manage MTS's financial statements, budgets, forecasting, and other financial responsibilities, taking on fiduciary leadership responsibilities when the CEO was absent.

Acting VAPAHCS Chief Operating Officer

VA Palo Alto Healthcare System (VAPAHCS)
01.2018 - 03.2019
  • Led ongoing process improvements and organizational change initiatives across four distinct workstreams within a major VA healthcare system affiliated with Stanford University School of Medicine.
  • Provided valuable guidance and mentorship to department chiefs and other service managers, contributing to their professional development.
  • Achieved significant and positive outcomes for the VA healthcare system, which included 12 sites, with two under construction, and served a diverse veteran population of over 67,000 individuals.
  • Championed innovations for a $2.6 billion capital construction and lease portfolio, the largest and most complex program in the history of the VA.
  • Provided oversight for day-to-day operations to ensure the smooth running of the organization while consistently meeting business goals.
  • Identified and pursued business development opportunities to grow the organization and increase revenue, including contract negotiations to secure favorable terms and maximize profits.
  • Facilitated a groundbreaking partnership between DoD and Monterey OPC, embedding the Align Care Team model (iPACT) while ensuring VHA policy compliance, resource sharing, and military service liaison to enhance patient care at a shared facility.
  • Led efforts to significantly increase automated kiosk check-ins, kiosk and EMR demographic updates, and insurance capture, ultimately reducing patient wait times and improving access to care across multiple PACT areas.
  • Spearheaded the development of consulting methodologies to address challenges related to health IT adoption and use in VA health systems.
  • As an executive leader, established a foundation for high-quality and cost-effective business practices for enhanced healthcare delivery, addressing critical issues for the Under Secretary for Health and driving coordination between local VA and DoD officials.
  • Successfully coordinated activities with Congressional Staff, public and private organizations, VSOs, and VA's senior officials, including preparation for responses to questions arising from Congressional testimony and presentations to external and internal stakeholders.
  • Represented VISN leadership and the HCS director at public speaking engagements, meetings, and PR events.
  • Achieved significant improvements in employee productivity and retention by fostering a culture of high morale, pride, and appreciation within the organization.
  • Reduced nursing turnover by 40%, administration by 15%, and notably, mental health staff by 60%.
  • Drove business development and VA partnership marketing efforts, playing a key role in capital development and congressional funding meetings, the demonstration of VA products and solutions, and overall go-to-market strategy.
  • Served as a Clinical Subject Matter Expert for business development activities.
  • Identified and pursued business development opportunities to grow organization and increase revenue.

Facilities Operating Officer & Innovations Manager

VA Palo Alto Healthcare System (VAPAHCS)
01.2015 - 01.2019
  • Led efforts to excel in staff recruitment and retention, budget projections and management, resource and equipment management, scheduling, capacity planning, and contract management, while providing guidance to a team of seven direct reports and over 200 full-time employees.
  • Managed key clinical operations and services at 12 sites, including the new 98,000 sq. ft. San Jose OPC and the new 150,000 sq. ft. Major General William H. Gourley OPC, under the leadership of the Deputy Director (COO).
  • Spearheaded the acceleration of VAPAHCS's Capital Improvement Program, including capital improvement planning, design, and construction projects, and played a pivotal role in championing innovations for a $2.6 billion capital construction and lease portfolio, recognized as the VA's largest and most complex program to date.
  • Collaborated with VA leaders to establish and achieve patient experience program goals and projects, effectively coordinating over 155 projects with a total value of up to $300 million per year, which facilitated the expedited submission of major project applications to Congress.
  • Successfully oversaw the transition and merger of 150 VA FTEEs from the Monterey CBOC and 32 FTEEs from the Army's California Medical Detachment into the new Major General William H. Gourley VA-DoD OPC, ensuring it was fully operational from day one.
  • Established the first OFPD Transition & Activation section, bringing together 70+ interdisciplinary personnel from various departments to consolidate efforts.
  • Developed and rationalized a $100 million South Bay Activation budget for three OPCs, covering approximately 380 staff and 275,000 net usable square footage and serving 45,000 enrolled veterans in the South Bay area.
  • Enhanced supply procurement and delivery for outpatient clinics, serving as the primary contact for equipment and supply planning/delivery for clinics in Monterey, San Jose, Fremont, and Santa Cruz.
  • Established a program office for key VHA transformational programs and other initiatives such as Home-Based Primary Care, Occupational Health, and Compensation and Pension.
  • Collaborated with various hospitals and organizations, including Virginia Mason and the Rona Group, to improve collaboration and install lean methodologies to synchronize services and programs between medical and administrative groups.
  • Led the implementation of the VetLink system for VA iPACT design at the William H. Gourley VA/DoD OPC, a groundbreaking pilot project that provided real-time check-in, transport, and wayfinding support to patients and guests, now adopted VA-wide.
  • Served as an SME on the Cerner EHR advisory board for U.S. Army Health Clinic Presidio of Monterey and possessed extensive experience with CPRS, VSSC, and VistA.
  • Built a high-performing team comprising equipment planners, interior designers, IT specialists, purchasing specialists, contractors, clinical specialists, and PMs in all FF&E/IT planning, procurement, staging, and installation.
  • Filled four key executive operational vacancies within the first year and developed a strategic hiring plan to address a shortage of local primary care providers and experienced ambulatory care nursing staff.
  • Co-wrote and implemented a cultural awareness training program that strengthened communication between VA and DoD teams.
  • Raised the bar in patient engagement, utilizing patient tracer observations to gain a deep understanding of patient and family needs, particularly in relation to new pharmacy models of care and veteran-centered care.
  • Implemented innovative programs to increase employee loyalty and reduce turnover, including recruiting, hiring, and training initial personnel to establish key internal functions and define position scopes for the new organization.

Senior Management & Program Analyst

Veterans Health Administration VHA
01.2014 - 01.2015
  • Brought onboard by the Chief of Staff to modernize HCS’s clinical policies and healthcare informatics workflow and to meet challenge of improving operations as well as revitalizing management/clinical practices and technologies across 12-sites HCS wide
  • Reviewed program implementation plans to assess risk and feasibility.
  • Analyzed unstructured information to derive key insights.
  • Consequently, recruited by Medical Center Director to lead innovation team for new Polytrauma Rehabilitation Center
  • Formulated governance structure and led strategy to meet operational trends and policy and program objectives
  • Advised executive leadership on administrative and programmatic aspects of ambulatory care/hospital operations and management.

Chief White House Ophthalmic Consultant / Principal Deputy, Department of Medicine—Optometry Services

Walter Reed National Military Medical Center (WRNMMC)
01.2007 - 01.2013
  • Brought on board after distinguished military service to serve as Chief of Staff to the White House Chief Medical Officer and as the in-charge Ophthalmic Consultant for the President of the United States , Vice President, U.S. Cabinet, Congress, and their respective staff.
  • Held administrative accountability and implemented strategic policy-making and planning programs to enhance medical center operations for over 100 Department of Defense (DoD) employees. These initiatives covered areas such as safety and risk management, HIPAA compliance, financial results, contracts, patient relations, community affairs, engineering, housing, health, and emergency services.
  • Spearheaded the base realignment and closure process, ensuring a seamless transition.
  • Successfully merged the two largest eye clinics within the military healthcare system, preserving uninterrupted patient care. Notably, the Department of Medicine and eye care services were recognized as the first and only departments to merge on time and under budget, leading to my selection by the Surgeon General to head the transition team and establish Walter Reed National Military Medical Center (WRNMMC) as a standalone facility.
  • Oversaw operational streamlining at WRNMMC and four new centers (Walter Reed, White House Medical Unit, Ft. Belvoir, and Ft. Detrick) through strategic planning and business case analysis.
  • Pioneered an internal post-merger review program aimed at developing and implementing standardized job descriptions, policies, regulations, and guidelines for specialized medical and non-medical positions.
  • Achieved cost-savings targets and increased patient volume by equipping physicians with PC tablets, enhancing access to medical information, and reducing redundancies in labs, prescriptions, and medical consults.

Non-Commissioned Officer in Charge (NCOIC), Department of Medicine—Optometry Services

United States Army
01.2004 - 01.2007
  • Assumed administrative leadership (incl. policymaking) for Department of Medicine (under the direction of the Chief Medical Officer and the Optometrist in charge for the President, VP, Cabinet, Congress, and staff.
  • Enhanced welfare, training, and discipline of 8 senior NCOs, 14 Soldiers, and 10 Medical Officers.
  • Streamlined AHLTA deployment and implementation as SME and AHLTA deployment Program manager for the Department of Medicine and the SME for optometry and TBI workflow and design.
  • Operations & Budget Impact: Ensured outstanding combat health service support for >1,700 soldiers within Washington, DC, area by optimizing operations, budget, and schedules for Optometry, TBI Clinic, Internal Medicine, Geriatrics, Behavioral Health, Medical Home Care, and Patient Administration services, which was tasked to provide direct medical care for Walter Reed’s Ambulatory Care services and White House Medical Unit. Guided operational readiness and maintenance standards of $2.7M+ in equipment.

Non-Commissioned Officer, U.S Army

United States Army
01.2000 - 01.2004
  • Battalion Medic, NCOIC (Iraq/Ft. Drum): Awarded the Purple Heart for exceptional service in Iraq as the senior medical advisor to the Battalion Commander. Directed health service support and the operational movement of the Forward Aid Station (FAS).
  • Mentored and supervised three senior line medics, fostering medical readiness, and enhancing the health, welfare, training, and morale of 40 soldiers and their family members within the 10th Mountain Division's Light Infantry Battalion.
  • Managed $1.5 million worth of equipment, including two MES Trauma/sick call sets and seven vehicles.
  • Light Infantry Medic (Afghanistan/Ft. Drum):
  • Played a significant role in the construction and design of the first-ever aid station in Afghanistan, specifically at Camp Phoenix Afghanistan. This facility provided emergency, routine, and outpatient medical care to over 500 active-duty members.
  • Army Criminal Investigation/Military Police (MP) Company Medic (Korea)
  • Elevated the health, welfare, morale, and medical readiness of four platoon-level medics by providing tactical training and enhancing physical fitness.
  • Responsible for the accountability and maintenance of $25,000 in medical equipment, ensuring compliance with unit standards.

Education

M.B.A. — M.A., Healthcare Administration — B.S., Social Science -

University of Maryland

Medical Health Technician/Combat Medic School, U.S. Army Academy of Health Sciences, Ft. Sam Houston, TX

Skills

  • MHS GENESIS, Epic, Cerner, Millennium, AHLTA, and VistA EMR’s platforms
  • Change Management
  • Performance Management
  • Policy Development
  • Cross-Functional Collaboration
  • Planning and Execution
  • Operations Oversight
  • Business Forecasting
  • Strategic Planning
  • Business Analysis

Certification

  • Project Management (PMP), Certificate #3182569 (exp. 11/2024)
  • Six Sigma Lean Black Belt in Healthcare (LBBH), Management & Strategy Institute (MSI)
  • FAC-P/PM, COR III, VA Project Management Academy
  • Ophthalmic Tech. Certificate, Optometry Health Technologist School, US Army Academy of Health Sciences
  • Disney Institute: Change Management, 2006

Executive Competencies

  • Strategic Planning & Execution
  • Change Management
  • Operational Streamlining & Scaling
  • Organization Management, Process Optimization
  • Policy and Program Oversight
  • Lean Six Sigma
  • Budget Management
  • Technology Implementations/EHR Quality Improvements
  • Patient Aligned Care Teams (PACT)
  • FF&E Planning & Procurement
  • Logistics
  • HIPAA Compliance
  • Executive Project/Program Management
  • Team Leadership & Talent Development
  • Strategic Partnership Building
  • Facilities Management
  • HR Vendor Management & Negotiations
  • Large-Scale Health System Environments
  • Patient Relations & Advocacy
  • Government Relations
  • Emergency management (MASCAL)

Notable Accomplishments

  • Led 85-person program team at ASRC Federal to implement and optimize operations of MHS GENESIS, providing the DOD's 9.6 million beneficiaries and 205,000+ medical providers with a single, integrated health record across the continuum of care – deployed at home and eventually, through the transition to the Department of Veterans Affairs.
  • Minuteman Technology Services (MTS), Senior Advisor to the CEO and leadership team; guided creation of multimillion-dollar verified Service-Disabled Veteran-Owned Small Business (SDVOSB) focused on improving veterans’ healthcare through innovation and technology. Later served as MTS COO.
  • Co-authored charter for COVID-19 Planning Cell and Veterans Health Administration (VHA) Moving Forward Plan (released to public on April 30, 2020).
  • Defense Health Agency (DHA) Senior Deployment Manager to oversee on time deployment and seamless delivery of the new MHS GENESIS EHR to >30, DoD medical facilities across the DoD enterprise, on time and within budget.
  • Propelled the patient and staff experience, maximized activation and operations of new Major General William H. Gourley VA-DoD and San Jose outpatient clinics, transformed siloed outpatient clinic teams into a high-performing 200+ organization; and launched innovative systems policies and programs, currently used as the national Patient Aligned Care Team (PACT) design standard for the Office of Veterans Access to Care (OVAC) and Office of Construction & Facilities Management (CFM) for the VA.
  • Served under 2 administrations as the Chief White House Ophthalmic Consultant/Principal Deputy, Department of Medicine—Optometry Services at the Walter Reed National Military Medical Center, providing administrative oversight, ophthalmic consulting, and direct patient care for the President, Cabinet, Congress, Flag officers, and staff.
  • Accelerated implementation of VAPAHCS’s Capital Improvement Program (i.e., capital improvement planning, design, and construction projects for in-patient, outpatient healthcare, Master Site Planning, and education purposes). Championed innovations for $2.6B capital construction and lease portfolio, the largest and most complex program in the VA’s history. Collaborated with VA leaders on patient experience program goals and projects.
  • Spearheaded the most robust change management project in VHA history that cut 45 minutes from patient wait times to boost patient volume for each provider to 4-6 more patients per day and overall access to care within the HCS. The project results are now utilized throughout the VHA enterprise as the process improvement standard practice for VA leadership.
  • Received Purple Heart for actions in Iraq

Timeline

Director | Government Engagement, Health Division

ASRC Federal
09.2022 - 08.2023

Senior DoD/VHA Healthcare Program and Policy Analyst

Booz Allen Hamilton
01.2020 - 09.2022

Fractional Chief Operating Officer/ SVP Operations and End-User Engagement

Minuteman Technology Services (MTS)
01.2019 - 01.2020

Acting VAPAHCS Chief Operating Officer

VA Palo Alto Healthcare System (VAPAHCS)
01.2018 - 03.2019

Facilities Operating Officer & Innovations Manager

VA Palo Alto Healthcare System (VAPAHCS)
01.2015 - 01.2019

Senior Management & Program Analyst

Veterans Health Administration VHA
01.2014 - 01.2015

Chief White House Ophthalmic Consultant / Principal Deputy, Department of Medicine—Optometry Services

Walter Reed National Military Medical Center (WRNMMC)
01.2007 - 01.2013

Non-Commissioned Officer in Charge (NCOIC), Department of Medicine—Optometry Services

United States Army
01.2004 - 01.2007

Non-Commissioned Officer, U.S Army

United States Army
01.2000 - 01.2004

M.B.A. — M.A., Healthcare Administration — B.S., Social Science -

University of Maryland

Medical Health Technician/Combat Medic School, U.S. Army Academy of Health Sciences, Ft. Sam Houston, TX

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