Summary
Overview
Work History
Education
Skills
Certification
Timeline
Generic
Jordan Moore

Jordan Moore

Nashville,TN

Summary

Knowledgeable Director with proven history of leading high-performing teams and executing strategic initiatives that drive organizational growth. Successfully directed cross-functional projects that resulted in significant process improvements and operational efficiencies. Demonstrated leadership and communication skills in fostering collaborative environments and delivering impactful results. Heavy background in IT and business operations. A solutions architect at the core of my skills.

Overview

17
17
years of professional experience
1
1
Certification

Work History

Director, Technology, Engineering, Implementation

PDI Technologies
11.2021 - 03.2025
  • Employee responsibility: 3 managers, 31+ technical support engineers, 11 software/hardware engineers, 8 implementation analysts, 8 merchant ID analysts.
  • Financial scale: $29 MM EBITDA
  • Operational scale: portfolio of 2,500+ oil, gas, hydrogen customers, 400+ daily engineering support interactions
  • Software and Hardware Engineering
  • Transforming the convenience ecosystem in C-stores. Through technology, engineering and implementation, providing positive impact to logistics, ERP and back-office solutions, fuel pricing, and POS software. This represents PDI’s enterprise productivity product line.
  • Familiarity with fuel supply chain, pricing and promotion, brands and wholesalers, CPG brands, coalition loyalty partners, and brand advertisers.
  • My interactions are both with the sales team and customer stakeholders/leaders, to analyze operational needs that will be transformed into new enhancements to fuel software and hardware. This involves the planning and analysis portions of the software/hardware development lifecycle.
  • I work with our team of engineers on final approvals for the design specifications and work with our manufacturing team and our components vendors, to both procure parts and oversee the manufacturing build process of our approved design(s).
  • I coordinate with my team of implementation analysts, who will then work with our warehouse on the assembly of our finished hardware components, along with the loading of our proprietary software images, bios, drivers, and any customer specific addons.
  • I oversee the testing phase of our assembled/imaged systems, where we go through a series of testing criteria lists (corporate specifications, customer specifications, and state/federal compliance requirements).
  • Products that complete the software/hardware lifecycle, I communicate our support documentation from our engineers to our technical support teams, who I then train on how to perform technical support on our product(s).
  • I conclude our projects by establishing a scheduled maintenance cadence, followed by moving the product to a steady-state status.
  • Manufacturing and Procurement
  • I work with the Comdata product development and hardware manufacturing teams, with on-going revisions to our attended and unattended fuel point of sale hardware product line. The types of components I coordinate procurement are, but not limited to cables, cable assemblies, power supply units, data ports, chip sets, heat sinks, etc.
  • There are two monolith solutions or product lines that fall under our manufacturing and procurement responsibilities. Attended POS: hardware is point of sales, windows-based hardware, that runs inside a fuel sale location. Unattended POS: hardware is point of sale, Linux-based hardware, that runs as a monolith, stand-alone fuel sale product, in remote locations. (no customer attendant) Where the location is equipped with 5G telecom and solar power options, with higher levels of redundancy, and reparative/restorative software scripts, to reboot and refresh the operating system, to maintain operating integrity.
  • During and post-Covid, our supply of microchips that power our SOM boards for our GX and FX point of sales systems, became unavailable. Impacting the manufacturing of new GX and FX systems. Our average monthly sales revenue for GX and FX units averages $2.9 million.
  • I coordinated vendor search for compatible microprocessor chips through several offshore silicon manufactures in China an England, to supplement our supply chain shortage out of Taiwan. Preliminary conversations with vendors required submitting to the vendors our SOM board specifications, our computing requirements (operation reads per second/processing power), our chip busing requirements to allow for our data ports I/O to be supported.
  • Variables included a reassessment of the power load for the new chipset. Meaning that the existing power supply assembly was no longer correct to support the new chipset.
  • I set up a secondary vendor search for a manufacturer that could provide correct power supply assemblies for the upgraded chipsets.
  • This change required me to negotiate a buyback agreement with our legacy power supply assembly manufacturer to recoup expenses incurred from unused supply.
  • I negotiated a contract termination without penalties, by exercising the global supply chain disruption clause of our contract, and recouped costs through a buyback agreement from our legacy Taiwanese chipset manufacturer.
  • Our hardware build process takes place in Austin, TX at our distribution center.
  • At this location, hardware components such as our microprocessors and circuit boards, are received from our offshore vendors. Additionally, our steel-made casing for our POS devices, that house our hardware, screens, etc., is manufactured by a Texas-based company called Saberex.
  • I maintain our inventory ordering systems that coordinate the ordering from our offshore and domestic manufacturers. Where an order is placed in Salesforce, that triggers a product bundle to be ordered in our accounting system. Once payment is remitted, the order bundle sends the order request to our Austin, TX distribution center. Deducted inventory is added to our monthly outbound order requests to our manufacturers.
  • I make bi-annual visits to our Saberex vendor to have a business development meeting with the manufacturing team, to review quality control, supply/demand/delivery statistics, to ensure delivery and quality meet our contracted service levels. One visit per year is to be onsite for the closing of the fiscal year, where I validate that our manufacturers inventory volume matches our end of year, Comdata budget numbers.
  • I lead our change advisory board (CAB) for our manufacturing and product development teams. As changes or new products are developed, we discuss changes that will necessitate product change with our manufacturers, including redesign. Included in CAB are our implementation team and technical support team. Where I disseminate any product changes to these teams, where there may be an impact on how we install a product or provide on-going technical support.
  • Service Management and Technical Support
  • I deployed the Zendesk CRM system to deliver technical support to a portfolio of over 2,500 customers. Supporting advanced technical support for point of sales devices, hardware, software, fuel pump equipment, 5G services, network infrastructure, and ordering. This represents our standard support model with a leveraged team, generating $19MM in annual, reoccurring revenue.
  • Launched a concierge (white glove) technical support model (called Service Excellence), that offers dedicated FTE staffing, advanced client management services, integration services, and quarterly reviews with customer stakeholders to review data and analytics, communications and feedback, customer engagement and growth, generating an additional $10MM in reoccurring annual revenue.
  • Lead “Innovation 2022”, a multi-staged effort to operationalize and optimize our business units across technical support, operations, merchant services, implementation, engineering, sales, and customer engagement.
  • Performed ITSM vendor selection process and implementation. Current systems administrator for Zendesk, Salesforce and Jira.
  • Defined new SLAs and KPIs for our support and maintenance agreements, an average improvement of 29% in service desk operations, that had a positive impact on total ticket volume, first call resolution, wait times, abandoned calls, time to answer, time to resolution, time per agent, escalation percentage, uptime percentage, root cause analysis, problem resolution, end user satisfaction.

Director, Clinical Applications

Covenant Physician Partners
11.2019 - 06.2021
  • Employee responsibility: 1 applications manager, 1 laboratory/pathology manager, 10 analysts, 22 support technicians
  • Financial scale: $350 MM EBITDA
  • Operational scale: 70+ ambulatory surgical centers, 30+ medical practices
  • Managed a team of practice management and EHR system analysts, 1 applications manager, and 1 laboratory and pathology manager. Project management for the building and launch of new medical practices and ambulatory surgical centers (ASC).
  • Reviewed legacy applications/systems followed by planning data migrations of legacy systems to newer centralized solutions.
  • Coordinated networking and hardware support for transition to new applications/systems.
  • Discovery process: capturing outpatient and surgical clinical workflows, designing and training new learning content to retrain clinical staff on new applications/systems.
  • Performed onsite go-live support in practices, ASCs, and their clinical staff.
  • Performed comparative analysis for all clinical and revenue cycle applications and systems to ensure products meet the functional requirements necessary to promote our business processes, a comparative analysis between products security, ROI, end user usability, compliance standards, and interoperability.
  • Handled contact negotiation and pricing for new solutions, and financial management of invoicing and contract renewals.
  • Worked closely with the Chief Medical Officer and as co-chairman of the Gastroenterology and Ophthalmology medical advisory, and coordinated cross-functional projects with revenue cycle, operations, and clinical support teams.
  • Managed and research enhancement requests.
  • Researched new products and coordinate beta testing.
  • Performed functions of InfoSec related to applications/systems.
  • Created corporate road maps and strategies.
  • Lead weekly vendor meetings and bi-annual vendor conferences.
  • Inventory of responsible applications, systems, and processes:
  • Microsoft server management, applications, and data hosting
  • System upgrades and releases
  • Telehealth/telemedicine
  • CBOSS, OpenEdge
  • Modernizing Medicine PM / EHR
  • Nextgen PM / HER
  • Nextech Ophthalmology PM / EHR system
  • Clearwave, Instamed, Voluware
  • ADT, SIU, DFT, ORU HL7 interface engines
  • EDI support systems, ERA/EFT enrollment processes
  • Clearinghouse management platforms
  • Patient portal / patient access systems
  • Patient scheduling systems
  • MIPS reporting
  • Managed our clinical support center (CSC):
  • Using the ServiceNow ITSM system to deliver clinical applications support to 83 medical offices, across (5) time zones.
  • Developed a three-tier technical support team and 10+ assignee groups across internal business operations.
  • Lead a year-long optimization initiative to apply the ITIL service management model to our organization.
  • Chairman of the service management committee, change advisory board, and implementations committee.

Director, Revenue Cycle, Health Information Management

Baylor Scott & White Health
11.2016 - 11.2019
  • Employee responsibility: 200+ FTEs; multi-specialty coders, accounts receivable reps., payment posters, support agents
  • Financial scale: charges: $1.2BB, payments: $560MM (annual)
  • Operational scale: 351 medical practices
  • Revenue Cycle: patient registration, eligibility and benefits, patient demographics capture, referral and authorization, cash collections, coding, charge posting, claim submission, denials management, payment posting, accounts receivable, appeals, patient billing, and collections.
  • Key Performance Indicators (KPI):
  • Financials (i.e.: charges, payments, adjustments, collection ratio, bad debt)
  • Production (i.e.: volume of claims coded, charges posted, payments posted)
  • Quality (i.e.: coding audit results, first-pass/subsequent denial trends, corrected claims)
  • Service levels (i.e.: Pre-AR days, AR days, edit rate, denial rate, passthrough, charge lag)
  • Billing Support and Medical Coder Support Service Desk: Using the ServiceNow ITSM system. Managing a team of 73 medical billing agents and medical code claims analysts who support patient billing-related requests, and medical coding education questions.
  • Health Information Management: chart completion, deficiency and delinquency tracking (1,300 providers), EpicCare Link and MyChart administration, release of information (patient, insurance, legal), record disclosure, PHI risk management, and HIPAA incident reporting.
  • Coding, coding education, and AAPC certification: manage 90+ medical coders, responsible for document abstraction, assigning appropriate codes, generating claims, coding education (anatomy, medical terminology, CPT, HCPCS, ICD-10), in-house AAPC certification program, coding guidelines, regulations, and compliance for payers, state, and federal.
  • Value-based Incentive Programs:
  • Quality Payment Program (QPP): oversaw participation in all value-based program requirements outlined within MACRA (Medicare Access and CHIP Reauthorization Act) for 1,300 providers; generating $2MM annually in Medicare Part B incentive payments.
  • Bridges to Excellence (BTE): oversaw participation in all chronic care management requirements outlined within the BTE incentive program for all providers who deliver chronic care for patients with asthma, congestive heart failure, or diabetes; generating $1.5MM annually in commercial payer incentives payments.

Director, U.S. Operations

United Healthcare Corporation
11.2012 - 11.2016
  • Employee responsibility: 100 FTEs; mix of health system employees
  • Financial scale: charges: $239MM, payments: $124MM (annual)
  • Operational scale: 36 medical practices (5 ophthalmology, 11 multi-specialty, 1 medical group)
  • Managed our private practice support service line (PPS):
  • Using the ServiceNow ITSM system to deliver clinical applications support to 36 medical practices, across (4) time zones.
  • Developed a technical support and revenue cycle workflow team that assisted medical practices with technical issues and practice management front-office and billing-related workflow questions. This included leading routine service management and change advisory board meetings to maintain SLAs. Routine training and education meetings to maintain our cyclical improvement process.
  • Lead medical operations for outpatient and ambulatory surgical centers:
  • Managed deployment and operations of revenue cycle service lines for private practice and medical groups customers. Serve as the primary United Healthcare point of contact to our customers C-level stakeholders and physician leaders; reporting critical issues and advocating best practices to help optimize operational and financial performance (monitoring profit and loss (P&L), setting and achieving key performance indicators, maximizing patient volume and territory growth, review of operational strategy, and responsible utilization of resources).

Systems Integration Senior Advisor

Dell Technologies, formerly PerotSystems
06.2008 - 11.2012
  • Employee responsibility: 83 FTEs; mix of consultants and IT service desk associates
  • Financial scale: 10 contracts (on-site engagements in practices and hospitals)
  • Operational scale: Managed multiple technical service desks for hospital systems:
  • Using the BMC Remedy and ServiceNow ITSM systems to deliver technical support to multiple hospital systems, including Lucile Packard Children’s Hospital, Stanford University Hospital, Northern Arizona Healthcare and Centegra Health Systems. This included leading routine service management and change advisory board meetings to maintain SLAs.
  • Performed electronic health record (EHR) systems implementation for outpatient medical groups:
  • Allscripts, Epic, and NextGen EHR implementations for multiple specialties (bariatrics, cardiology, gastroenterology, internal medicine, neurology, oncology, ophthalmology, orthopedics, pediatrics, pulmonary, thoracic and vascular), managed IT service desk operations for multiple healthcare systems including Lucile Packard Children’s Hospital, Stanford University Hospital, Northern Arizona Healthcare and Centegra Health Systems.

Education

Bachelor of Science - Computer Science

Western Kentucky University
Bowling Green, KY
05.2010

Skills

  • Data Mining: IBM Cognos, Microsoft SQL, SAP Web Intelligence
  • Electronic Health Record (EHR) Systems: Allscripts, eClinicalWorks, EPIC, GE Centricity, NextGen
  • Microsoft Office 365: Access, Excel, Outlook, PowerPoint, SharePoint, Visio, Word
  • Service Management ITSM / CRM: BMC Remedy, Jira, ManageEngine, Salesforce, ServiceNow, Zendesk
  • IT/Infrastructure: Microsoft Azure, AWS, IP topology and networking, server management, hosting, access management and InfoSec CISSP certification is in progress

Certification

  • ITIL certified expert, service management architect
  • CISSP certification is in progress
  • Epic EHR certified professional
  • NextGen EHR certified professional
  • Project management professional (PMP)
  • Fellowship of the American College of Healthcare Executives (FACHE)

Timeline

Director, Technology, Engineering, Implementation

PDI Technologies
11.2021 - 03.2025

Director, Clinical Applications

Covenant Physician Partners
11.2019 - 06.2021

Director, Revenue Cycle, Health Information Management

Baylor Scott & White Health
11.2016 - 11.2019

Director, U.S. Operations

United Healthcare Corporation
11.2012 - 11.2016

Systems Integration Senior Advisor

Dell Technologies, formerly PerotSystems
06.2008 - 11.2012

Bachelor of Science - Computer Science

Western Kentucky University

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Jordan Moore