A strategy-focused, results-driven manager with demonstrated creative problem solving skills who possesses extensive organizational change management and information system design, development and implementation experience. A veteran leader with broad strategy formulation capabilities, work-group collaboration, risk recognition and risk mitigation skills, a wide-ranging process methodology practice applied over a broad range of businesses and industries and extensive Capability Maturity Model (CMMi) experience.
Mr. Preble lead the project to implement the very large and complex state Medicaid system in the Cloud using the CNSI Medicaid implementation for Michigan as the base system serving the State of Illinois. He also participated in an assessment of WorkDay, an integrated human resources and financial management system for a company that manages employee expenses. The WorkDay implementation was successful, however, the client company was subsequently acquired by SAP and WorkDay was replaced by the SAP equivalent.
Extensive experience in pharmaceutical manufacturing and cost analysis for Sydney-Ross Pharmaceuticals in Rio de Janeiro, Brazil. Analysis included marketing, manufacturing, purchasing and supply chain optimization in the extremely dynamic Brazilian chemical market place.
Expert in business process re-engineering, information technology applications and program management, Mr. Preble rapidly grasps diverse and complex business requirements and thrives in detail-oriented and rapidly changing environments. He is effective as a senior manager and possesses excellent communication and presentation skills. Mr. Preble has formulated and implemented extensive Disaster Recovery and Business Continuity procedures for both national and international chemical, power generation and healthcare organizations such as the Celanese Corporation and Imperial Chemical Industries (ICI).
Extensive data warehousing experience obtained while working under contract with the Centers for Medicare and Medicaid Systems (CMS), responsible for the integrity of the national Medicare/Medicaid claims data warehouse. Using his extensive ETL experience and familiarity with the vendor data warehouse product, he performed various complex data extractions in order to create, on demand, data marts for investigation by the CMS analysts.
Served as an Adjunct Professor at the Florida Atlantic University (FAU) Graduate School of Business in Boca Raton, Florida from 1998 to 2014. Mr. Preble is also responsible for developing, implementing and conducting the technology graduate program training program for the Universidade de São Paulo, Escola Técnica. He works closely with the University to develop a comprehensive and effective training program for the very rigorous and demanding professional certification examinations. He continues to teach courses in Internal Auditing, Information System Design, Development and Implementation, System Design Concepts and Facilities, Agile Methodology, Security, Organizational Change Management and Risk Identification, Management and Mitigation. Mr. Preble has one of the highest success rates for student achievement and certification in the United States. An experienced and knowledgeable Subject Matter Expert in the use of Theory of Constraints, Critical Chain Project Management methods, CA Clarity Project Management and Earned Value Project Management. Mr. Preble led the Molina West Virginia MMIS DDI team in the adoption of CCPM, Clarity PM and Earned Value Management.
He is responsible for documenting customer specifications and interacts with other support groups to obtain a complete and objective understanding of customer business needs and requirements. He is responsible for articulating client high-level requirements for information technology systems and transforming these into appropriate solutions to be considered for inclusion within the scope of DDI projects. He develops technology-neutral models that represent the client’s business organization, processes, data and applications and which are in alignment with industry standards, frameworks and blueprints. He applies the Concept of Operations methodology (As-Is, To-Be and Gap Analysis) to develop a comprehensive change management plan for client organizations and supports all aspects of the business cycle, including feasibility studies, proposals, procurements, contract negotiations, solution testing and implementation.
Mr. Preble has extensive and successful experience as an IV&V analyst.
Premier Governance, LLC, Boca Raton, FL USA Aug 2013 – Present
Senior Project Manager and Senior Business Analyst
Mr. Preble is engaged in the on-going conversion of the International Classification of Diseases Version 9 (ICD9) to ICD version 10 for medical clinics located in Southeast Florida. These projects involve a significant organizational change management component given that most clinics rely on predominately manual office procedures and the projects often include the installation and implementation of Electronic Health Record (EHR) systems. The Project Management strategy for the ICD10 implementations is to cultivate a climate for organizational change that builds upon the existing manual procedures that are in-place, currently in use and well understood with comparable procedures that introduce the new ICD10 coding in a non-threating, intuitive manner. Introduced the use of Clarity and CCPM to manage the several Premier Governance ICD9 to ICD10 conversion projects in order to comply with PPACA legislation. Develops work-flow business process diagrams to verify and validate operating procedures, identify, verify and validate business rules, discover opportunities to introduce automation in order to reduce cycle times, error rates, duplication of effort and other inefficiencies. Mr. Preble has developed and implemented several safeguards to protect the revenue stream for each clinic during the transition to the ICD10 codes.
<b>Accomplishments:</b> Mr. Preble detected the likelihood that clinics that have migrated to the ICD10 codes may be subject to a loss in revenue as claims that transit through the clearance and payment cycle may become lost or diverted to a holding area from which they may never emerge. As part of the Premier Governance ICD10 implementation, safeguards based on historical revenue data are put into place to ensure that all claims can be accounted for. Hundreds of thousands of dollars are at risk if these safeguards are not put in place and monitored weekly.
Diversified Services Network, Inc Jun 2013 – Aug 2013
Senior Project Manager and Senior Business Analyst
Senior IV&V Analyst for the Illinois-Michigan Program Alliance for Core Technologies (IMPACT) project where the Michigan MMIS product (CHAMPS) designed, developed and implemented by Client Network Services, Inc. (CNSI) would be shared with the State of Illinois for Provider registration and Claims processing, resulting is a dramatic saving in implementation cost and time compared to a traditional MMIS DDI project. Because of his prior experience with CNSI in Lansing during the original CHAMPS implementation and other CNSI MMIS proposals and implementations (Washington State, Nebraska, Utah, Louisiana and West Virginia) and his experience with the State of Illinois in the development and presentation of the Illinois State Medicaid Health Plan (SMHP), he was uniquely suited to identify the strengths, weakness, opportunities and threats that challenge Illinois and Michigan in this landmark effort to provide Medicaid as a Service (MaaS) which could easily become the future Medicaid solution for other States planning a MMIS re-procurement. While serving on this project in his IV&V analyst roll, Mr. Preble was able to determine the cause for the delays to the project schedule (wrong people in the room) and make the necessary corrections to bring the project current with the proposed schedule.
<b>Accomplishments:</b> Mr. Preble participated in the IMPACT project, acting as Senior IV&V analyst. When he attended the weekly data base transfer meetings, he determined that 1) the project was being delayed due to the inability of the correct data base information to be identified, isolated and transferred to the IMPACT data base team and 2) while there was a trained database analyst assigned to the task, the individual selected had no knowledge of Medicaid data and was thus unable to identify and isolate the correct information. This was determined to be a case of “wrong person in the room.” This was brought to the attention of the State of Illinois management, an analyst who was familiar with the data was assigned to the project and the Illinois team was able to recover the two weeks that had been lost.
Visionary Integration Professionals, LLC Feb 2013 – Jun 2013
Senior Project Manager and Senior Business Analyst
Functioned as Senior PMO Project Analyst for the Molina Healthcare, Inc. West Virginia Medicaid Design, Development and Implementation project where he was responsible for managing and scheduling the activities of the more than 135 project subcontractors using the Oracle Primavera P6 Project management system. Mr. Preble introduced the Earned Value Project Management system to provide superior management information regarding project status, resource utilization and budget performance.
Because of his vast prior experience with other MMIS DDI projects, he was uniquely suited to assume a significant PMO role in providing guidance to the Senior Level Project Management team in identifying the strengths, weakness, opportunities and threats that challenged Molina Healthcare and the State of West Virginia in their ground-breaking effort to provide a definitive Medicaid solution for the State.
Responsible for Organizational Change Management project for the West Virginia Medicaid Implementation where he worked closely with the State Department of Health and Human Resources to map out a strategy to transform West Virginia from one of the states with the lowest ranked healthcare performance to a ranking more in-line with the rest of the nation.
Accomplishments: The Molina West Virginia Medicaid project was a very large project with more than 135 sub-contractors working on the project, many of which were not co-located (working from home). Mr. Preble implemented a rigorous time reporting process where the sub-contractors were required to 1) analyze their assignments, 2) design a technical approach with time estimates, 3) execute their assignments and submit a progress report on a weekly basis. Failure to comply would result in a suspension of payments and possibly the requirement for the contractor to co-locate with the team in Charleston, West Virginia.
Client Network Services, Inc. (CNSI), Gaithersburg, MD Mar 2012 – Feb 2013
Deputy Project Manager and Senior Business Analyst
As Deputy Project manager, he was responsible for developing the project business case, the work breakdown structure, project time and cost estimates, the original risk analysis and the Earned Value Management System for a $40 million State of Maryland MMIS re-procurement project.
After organizing and training the 44 business analysts engaged in the project, he actively participated in the validation and certification of the 1,428 State business requirements. These were subsequently aligned with the functional and technical capabilities of the CNSI transfer system, guaranteeing comprehensive implementation of the desired system functionality.
His project management skills laid the groundwork for the successful configuration and customization of the transfer system, the extensive testing of the resulting production system, the groundwork for the ETL necessary to support the transition to the client data warehouse and the large scale and comprehensive conversion of seven years of historical data, thus preparing the system for Federal certification.
Instrumental in the conversion of the State of Maryland from the International Statistical Classification of Diseases and Related Health Problems (ICD 9) to the required ICD 10 standard.
This project consisted of extensive planning and training for the State of Maryland Department of Health and Mental Hygiene (DHMH) and a carefully executed project that resulting in a seamless and highly successful transition for the State of Maryland.
Instrumental in establishing and maintaining timely, fluid and unequivocal communications among the major stakeholders, client, contractor and subcontractors ensuring that project objectives were met, in a timely manner, to the client’s complete satisfaction.
Ever mindful of the importance of the human element, team cohesiveness and professional excellence, he participated actively in the recruitment, selection, training and mentoring of many of the 175 project team members.
Accomplishments: The initial phase of the project consisted of a review and validation of project requirements. The vendor did not participate in the requirement review, leaving this task to the State of Maryland employees to decide the performance specifics of each requirement. The result was a viral expansion of system requirement without any participation by the primary vendor. Vendor personnel were quickly seconded to participate, actively, in the requirements validation process. While the result of this change did increase the duration of the project by 6 months, the project did proceed with clearly defined requirements.
CSG Government Solution, Chicago, IL Jun 2011 – Mar 2012
Project Manager and Senior Business Analyst
Responsible for designing, developing and implementing the Agency Project Management Office (PMO) and for structuring, organizing and executing the procurement of Design, Development and Implementation (DDI) services for the new State of Michigan Unemployment Insurance System.
This project involved developing the business case, the work breakdown structure, estimating project times and costs, performing the initial risk analysis and developing the Earned Value Management System for the project.
Participated in developing and publishing the Request for Proposals for the system, assisted the State in the evaluation of the proposals, the selection of the successful vendor and the negotiation of the DDI contract.
Instrumental in bridging the gap between the Waterfall DDI methodology required by the State of Michigan Department of Technology, Management and Budget (DTMB) and the Agile system development methodology used by the successful bidder on the project. He managed the project’s $23 million budget, successfully evaluating, selecting and scheduling the 125 technical resources engaged in the project in order to meet critical milestones and deliver results that exceeded client expectations.
Ever concerned with the professional development of technical resources and acting as Mentor and Trainer for the 27 State business analysts, Mr. Preble was responsible for their instruction in the use of Requisite Pro, the IBM Rational Requirements Management System, for the compilation, verification and validation of the 1,081 functional requirements and 7,093 business rules that comprised the system requirements.
Mr. Preble was responsible for the development and presentation of the requirements traceability matrix which was used throughout the DDI activities to ensure that the resulting system met client expectations.
Supervised the development of the work flow diagrams for the entire range of client Business Processes, the development of the As Is, To Be and Gap Analysis deliverables for the UIA-IS Business Processes, ensuring alignment with and attainment of the MITA CMMi level improvements for the Agency as described in the State MITA Self-Assessment.
Responsible for the recruitment and management of all technical resources on the project, preparing and presenting all Earned Value Management reports, Resource Change Requests, Budget Tracking and Schedule Management.
Instituted a comprehensive deliverable management system for the project that ensured a “No Surprises” deliverable preparation, client review, client sign-off and payment authorization process.
Accomplishments: This project was divided into two teams – 1 the legislative which specified how employers were to make their unemployment contributions to the State and 2 the specification of what an unemployed citizen could claim as an unemployment benefit. Unfortunately, the State had divided each set of requirements into two groups. Thus the Benefit group started with 1,081 requirements which required an additional 7,093 business rules in order to be implemented. A similar situation developed with regards to the employer contributions. The project vastly exceeded the estimated resources to complete the system. I was required to work with both teams (benefits and contributions) to reduce the scope to a manageable size. The project has been successfully completed and the unemployed in Detroit are receiving some kind of unemployment benefit.
Diversified Services Network, Inc., Springfield, IL Feb 2009 – Jun 2011
IT Technical Director and Enterprise Architect
As Technical Director for this international technology consulting firm, Mr. Preble was responsible for implementing an on‑demand financial management and human capital management software system for the medical clinic clients in Argentina following the PROS project implementation. He was to be responsible for developing the project business case, the work breakdown structure, project time and cost estimates and risk analysis and management. Working as the Technical Director on the consulting team responsible for the development and presentation of the State of Illinois State Medicaid Health Plan (SMHP) he supervised the As Is, To Be and Gap Analysis deliverables for the business processes, healthcare information and technical areas that describe how the Illinois Department of Healthcare and Family Services (HFS), the State Medicaid agency, will administer the Electronic Health Record (EHR) Provider Incentive Payment (PIP) Program and the specific actions necessary to implement the program, including the organizational structure, communications plan covering internal and external communications and an overview of the results of regulatory and policy assessments, as well as descriptions of the program eligibility, payment and monitoring activities. He was also engaged in the design, preparation and presentation of the SMHP for the States of Massachusetts, New Jersey and Illinois.
Project Manager, Six Sigma Master Black Belt and Scrum Master for a strategic Proof of Concept and Project Business Case for a consortium of South Florida MCOs to implement an enterprise-wide EHR project funded with Federal ARRA stimulus monies. I was responsible for supporting the Financial and Human Resource implementations, an on‑demand financial management and human capital management software system for the medical clinics in conjunction with EHR implementation.
Responsible for the overall leadership, organizational change management, project management and development of the architectural artifacts necessary for the execution of business process management, organizational and cultural change activities associated with the implementation of a comprehensive, integrated, enterprise-wide electronic health records system.
Responsible for all phases of the Define, Measure, Analyze, Improve and Control (DMAIC) model for the business process management phase of the project.
Working with a team of 6 project managers, 13 business analysts and an EHR subject matter expert to assess the “As-Is” and develop the “To-Be” business processes, organizational structures and client staff knowledge, skills and abilities (KSA) training requirements.
Provided governance leadership for the development and preparation of project business cases, feasibility studies, project governance, project risk assessments, configuration management and issue resolution.
Led joint application requirement (JAR) sessions for business product owners to define business requirements, business rules and business processes to develop the business case and populate Agile project and product backlogs.
Used the UML Use Case to develop and document business requirements.
Established performance level goals, error rate objectives and process quality objectives for all business processes.
All DDI activities relied upon Agile development methodologies, provided Scrum Master leadership for a team of 7 experienced SCRUM practitioners.
Mr. Preble is experienced at managing Scrum Sprints, anticipating, identifying and eliminating critical obstacles and impediments on an ongoing basis.
Also during this period, provided specialized risk analysis, business continuity planning, audit and IT professional services to public and private sector clients.
Project architect responsible for developing project business cases, the work breakdown structures, project time and cost estimates, risk analysis and risk management.
Served as the Project Manager for the MITA State Self-Assessment for the State of Illinois.
Served as the Project Manager for the development of the As Is, To Be and Gap Analysis deliverables for the business processes, information and technical areas that describe how the Illinois Department of Healthcare and Family Services (HFS), the State Medicaid agency, will administer the Electronic Health Record (EHR) Provider Incentive Payment (PIP) Program and the specific actions necessary to implement the program.
Developed the business case (ROI and EVM) for the federally sponsored Provider Incentive Program, which is designed to encourage the adoption of information technology by the medical practitioner community.
Architect for the development of the HIPAA 5010 and ICD 10 implementation projects.
The Project Manager for the architectural design, the joint performance requirement analysis sessions and the preparation of the project work plan to develop current-state business process models at various levels of detail to reflect the business functions that comprise a business unit and their desired, optimized state. He has defined business processes and business rules, anticipated transaction volumes, service level agreements and fiscal agent fee structures and participated in the design, preparation and presentation of the SMHP for the States of Massachusetts and New Jersey.
<b>Accomplishments:</b> I have had ample opportunity to obtain a clear understanding of the requirements due to my national and international exposure to this critical area of information system development. I continue to participate, vigorously, in this area.
First Data Government Solutions, Columbus, OH Feb 2008 – Jan 2009
Director – Organizational Change Management
Mr. Preble developed new virtual Internet-based payment solutions, customer service portals, online merchant services support and integration, credit management tools and suites of web-based applications for card members with targeted offers that will span over 20 international markets. He was part of a fast-paced, entrepreneurial team responsible for delivering world-class card member experiences across multiple channels, including native iOS, Android, web, social integration, Java services and APIs. The business architect and business transformation director for a major system integrator (EDS, Inc.) and responsible for overall leadership, management and execution of business process management, change management and cultural change activities associated with the implementation of a comprehensive, integrated, enterprise-wide $65 Million Case Management Information System for the State of Ohio. Managed a team of seven project managers, eight business analysts and subject matter experts to assess the “As-Is” and develop the “To-Be” business processes, organizational structures and client staff KSA requirements and the Ohio State Self-Assessment. He prepared the organizational assessment and gap analysis and developed and executed the business transformation plan. Led Joint Application Requirement and Joint Application Design sessions to define business processes and business rules. He introduced the application of retail analytics and pricing sensitivity analysis for the pharmaceutical products provided to the client population after conducting a stratification study by income and diagnostic assessment (ICD10). Incorporated business process management methodologies necessary to capture the “As-Is” business processes, develop the “To-Be” processes and perform business process management integration and consolidation.
Designed, developed and conducted executive level workshops on organizational restructuring, business intelligence, IT opportunities and current and future enterprise-wide business strategies.
Working with a small, tightly knit and highly skilled team, designed, developed and conducted a series of business integration and leadership workshops to develop PMO procedures and roadmaps for CMMI initiatives, enterprise-wide business process integration and re-use of service artifacts using SOAP and similar technologies. Managed the Self-Assessment project for the State of Ohio and managed a team of seven project managers, eight business analysts and subject matter experts to assess the “As-Is” and develop the “To-Be” business processes, organizational structures and determine client staff KSA requirements. Prepared the organizational assessment and gap analysis and developed and executed the business transformation plan.
Accomplishments: Mr.Preble led joint performance requirement analysis sessions to define business processes, business rules, anticipated transaction volumes, service level agreements and fiscal agent fee structures. Reduced process cycle times from 12 days to 3½ hours and errors to within 4 sigma with introduction of COTS EDM systems and the supporting business process re-design.
Software Engineering Services, Omaha, Nebraska Oct 2007 – Feb 2008
Data Warehouse Analyst
Provided Data Warehouse technical services to CMS in order to underwrite the integrity of the National Medicare and Medicaid Healthcare data. Prepared operating procedures, standard, review manuals, risk assessment guide lines, ETL standards and procedures and contractor engagement guidelines.
Accomplishments: Mr.Preble developed several innovative ETL procedures which resulted in the significant reduction in the time required to sanitize and validate State Medicare and Medicaid Healthcare data. This resulted in the savings of $3 million per month in personnel and computer costs.
Premier Estate Properties, Inc., Boca Raton, FL Nov 2006 – Sept 2007
Consultant, Project Manager and Internal Auditor
Provided business development, project design, planning and management, business process reviews, internal control audits, risk assessments, corporate valuations and Sarbanes-Oxley consulting services to financial services, real estate, commercial and industrial concerns. Mr. Preble conducted internal audits to document and to evaluate business procedures and internal controls and identify business risks and risk mitigation strategies. Also, during this period, Mr. Preble worked as a sub-contractor to CGI – Conseillers en Gestion et Informatique to prepare, present and defend a proposal for the development and implementation of the State of Massachusetts SMHP (State Medicaid Health Plan).
Accomplishments: Mr. Preble contributed major components of the SMHP, drawing upon his international experience in developing national health systems. CGI was able to prepare and present their SMHP plan in two days thanks to the expert contributions from Mr. Preble.
CNSI, Rockville, MD Mar 2006 – Oct 2006
Mr. Preble served as the Project Manager for the State of Nebraska re-procurement proposal and provided project design, planning and management services for the implementation of the CNSI MMIS transfer system. He conducted internal audits to develop work flow diagrams to document and evaluate business procedures and internal controls and identify business risks for project design and planning purposes. He provided management guidance and support for the State of Michigan project start-up, supporting the initial activities and working with the Michigan project management team to develop PMO methodologies and processes.
Accomplishments: Mr. Preble developed an innovative and efficient process to detect and characterize project risks which dramatically reduced the amount of time spent by project management in reducing risk and ensuring timely project conclusion.
Premier Estate Properties, Inc., Boca Raton, FL Apr 2004 – Mar 2006
Project Manager, Internal Auditor and Management Consultant
Provided business development, project design, planning and management, business process reviews, internal controls audit, risk assessment, corporate valuations and Sarbanes-Oxley consulting services to financial services, real estate, commercial and industrial concerns.
Conducted internal audits to develop business process flow diagrams in order to document and evaluate business procedures and internal controls and identify business risks and risk mitigation strategies.
Accomplishments: Mr. Preble developed an innovative and efficient process to convert and display real estate sales and sales opportunities into an executive dashboard which management could use to develop their marketing and sales strategies. This system resulted in an annual savings of $12 million in sales agent costs and a reduction of 12 FTE from the sales force.
SSi North America, Inc., Saint Paul, MN Oct 2002 – Mar 2004
Project Manager, Internal Auditor and Management Consultant
Responsible for providing project management, business consulting, system design and construction management services for the design and construction of HealthMatch, a statewide Eligibility Determination, CRM and Case Management system for the State of Minnesota. These services included over 23,000 business requirements and interface verification, review and verification of design specifications and preparation and performance of the resulting gap analysis. All deliverables were produced and managed using the Rational Unified Process (RUP) toolset. Supervised the system development performed by an offshore development staff of 75 CMM Level 5 certified analysts and programmers located in Chennai, India. Managerial and technical responsibility to work with designers and developers to transfer business knowledge and business intent that would assist with the technical process design, development, testing and implementation efforts. Further, he was responsible for the preparation of the Minnesota State Self-Assessment and Proof of Concept and programming the Eligibility Rules Engine with eligibility business rules.
Accomplishments: Mr. Preble developed an innovative and efficient process to convert Minnesota healthcare and eligibility legislation into automated business rules which could be automatically introduced into the HealthMatch system. This resulted in a savings of 8 calendar months that had been set aside for the manual conversion of the Eligibility Rules. This savings amounted to $4.5 million in personnel and equipment cost savings.
MAXIMUS, Inc., Salt Lake City, UT Feb 2000 – Oct 2002
Systems Director and Engagement Manager
Provided engagement, project management and consulting services for the design and construction of a large, web-based CRM and Case Management and Managed Care System for the State of Utah. These services included MMIS requirements and interface verification, review and verification of design specifications and design conformity to client specifications, preparation and performance of gap analyses, specified and developed test scenarios and assisted the State with preparing for Federal certification. Under a $3M IDB-funded project, worked with Brazilian partners as an engagement manager, project manager and senior consultant to the Brazilian Federal Government in a three-tiered IT planning and re-engineering project – strategic IT planning at Federal level for DataSUS, the Brazilian Federal data processing organization, the re-engineering of two State Health Secretariats (Pará and Tocantíns) and the creation of three municipal reference hospitals in Alagoas, Bahia and Sergipe. Implemented one of the first SAP medical applications in South America.
Accomplishments: Mr. Preble implemented an aggressive Medicaid Managed Care System for the State of Utah utilizing much of the technology employed in the Argentine PROS project. This resulted in the savings of $12 million from the MMCS budget by reducing the requirement for technical staff, computers and administrative personnel.
Larguia, Preble & Associates, Buenos Aires, Argentina Aug 1992 – Feb 2000
General Manager – South American Regional Business Area
As the General Manager, participated fully in major projects funded by the World Bank and the Inter-American Development Bank. After securing $174M in contract awards, he assumed responsibility as Engagement Manager to re-engineer four HMOs (2.5 million beneficiaries) in the Argentine National Health System under the auspices of the World Bank PROS (Proyecto de Reconversón de las Obras Sociales) Project. Leading a team of 450 analysts, programmers, subject matter experts, testers, trainers and technical writers, he was responsible for the design, development and implementation of an innovative healthcare information system for the Health and Human Services Secretariat for one of the country’s provincial governments (Neuquén). Part of the social welfare aspects of the project included the analysis, composition, distribution and sale of consumer packaged goods at accessible prices to underprivileged populations that were served in the remote geographic areas included in the project.
This same system was successfully converted into a transfer system which was configured, customized and adapted for the four target HMOs. All of these projects successfully met World Bank goals of financial solvency and per capita monthly managed care costs. Successfully applied his organizational and cultural change management methodology to the PROS project, the re-engineering of the Argentine Health System for which he received special recognition for Project Management Excellence from the World Bank In-Country Execution Unit. This was a landmark implementation for SAP, the application development environment. Since his return to the United States in 2000, he has successfully applied his methodology in several Medicaid re-Procurement engagements as well as in numerous Sarbanes-Oxley consulting projects.
Accomplishments: Mr. Preble implemented an aggressive program to reengineer the administrative structure of companies engaged in power generation in the Argentine Republic. This resulted in the reduction of 47 FTEs normally engaged in manually producing health care records, prescriptions, lab reports and similar healthcare related documents. He introduced the innovative use of GeneXus, a Cross-Platform, knowledge representation-based, development tool, mainly oriented to enterprise-class applications for Web applications, smart devices and the Microsoft Windows platform. This resulted in the savings of $65 million in programming and equipment costs.
Ford Tractor, Sao Paulo, Brazil Aug 1990 – Aug 1992
IT Project Manager
Responsible for the introduction of microcomputers into the Agricultural Sector of the Ford Motor Company in São Paulo, Brazil, including the training of all senior level managerial staff and the construction of the financial spreadsheets required by the sector for all financial reporting back to the United States. Responsibilities included Strategic planning, scoping, and scheduling; project plan creation and maintenance; training needs analysis; curriculum; resource planning and staffing; training team management for 6-member team; uPerform administration; translation support/maintenance for 5 languages; system architecture; training material design/development/quality assurance; delivery of training to subject matter experts, and on-site support during end user training for 2 implementations and post go-live support.
Accomplishments: Mr. Preble implemented an aggressive program to introduce the use of micro computer systems in the agricultural tractor division of Ford Brazil. This resulted in a reduction of 7 FTEs normally engaged in producing monthly production and sales reports for the Ford Motor Corporation in Detroit.
Rohm & Haas Pharmaceuticals do Brasil Aug 1988 – Aug 1990
Senior Business Analyst
Designed and developed key business procedures to streamline and improve pharmaceutical products designed for public consumption. Developed and engineered model implementation; reviewed current processes/procedures, identifying gaps, wrote new desk procedures, and conducting training classes as needed. In addition, identified SD technical issues for resolution by the technical team, tested new configurations, and provided functional support to the business.
Accomplishments: Mr. Preble implemented an aggressive program of computer system audits to eliminate fraudulent information from financial reports, inventory controls, sales commissions and similar financial controls. He detected and eliminated the fraudulent sale of inventories valued at $8.5 million from Rohm & Haas Pharmaceutical warehouses.
Arthur Young Auditors and Associates, São Paulo, Brasil Aug 1985 – Aug 1988
Management Consultant and Business Transformation Manager
Based in São Paulo, Brazil, Mr. Preble provided specialized technology and fraud detection services in support of audit projects in the healthcare, retail, banking, hotel and insurance industries throughout South America.
Responsible for the development and implementation of business models, financing and venture capital assessments, corporate valuations, organizational assessments and organizational and staffing transformation plans.
Accomplishments: Mr. Preble implemented an aggressive program of computer system audits to eliminate fraudulent information from financial reports, inventory controls, sales commissions and similar financial controls. He detected and eliminated the fraudulent sale of inventories valued at $3.5 million from the Bom Preço supermarket chain.
The Uni-Col Corporation, Philadelphia, PA May 1975 – Aug 1985
Director of Marketing and DDI Project Manager
Director of Marketing for a computer service bureau formed by a consortium of academic institutions in the Philadelphia, Pennsylvania metropolitan area. The base computer system was an IBM 360/75 running under MFT at the time with CICS and TSO services.
Mr. Preble was responsible for developing scientific and administrative applications in COBOL and CICS for local academic institutions such as the University of Pennsylvania and Drexel University as well as hospitals such as the Scheie Eye Institute, Hahnemann Hospital and various industrial customers such as INA, Schering-Plough Pharmaceuticals and others.
Starting with ISAM, he migrated the development efforts to IBM’s IMS database manager and later to VSAM to provide native support for CICS.
Equipment upgrades to a 4341 under MVT with more memory and a drum gave Uni-Col powerful processing and throughput capability.
As Director of Marketing, he extended Uni-Col corporate markets and sales by offering TSO and RJE services throughout the United States including the West Coast, Canada and Mexico.
He created programming standards for the coders, established a standard copy library where COBOL code could be stored and shared by the team and implemented a structured walk-through methodology where coders could develop their programs and then formally “walk through” the code in a group session for peer review and comment.
Formed development teams around coders who had demonstrated potential for becoming successful Business and Systems Analysts.
Implemented a centralized source library, which was a very important development in that management was able to control application system source code and implement basic change control procedures to document who was doing what to the application systems.
Accomplishments: Mr. Preble implemented an aggressive product development effort initially serving customers in the Philadelphia metropolitan area. Through his efforts to expand the reach of his service offerings to the West Coast, Canada and Mexico he was able to increase annual revenue from the sale of computer services to in excess of $15.5 million.
Health Care Economics and Administration, Graduate School of Economics
Universidad Nacional de la Plata, Argentina
Mr. Preble completed all of the course work necessary to obtain his Master of Health Care Economics degree. He completed his work on the World Bank PROS project and returned to the United States prior to completing and defending his Master’s thesis.
Associate, Systems Analysis and Design Methodologies, Graduate School of Computer Science University of Waterloo, Canada
Master of Science, Structural Analysis, Towne School of Civil and Urban Engineering
University of Pennsylvania, Philadelphia, Pennsylvania
Bachelor of Arts, Architecture
University of Pennsylvania, Philadelphia, PA
Certified Medicaid Professional (MCMP-II)
Certification Issued by the Medicaid Learning Center, 2013
Certified Scrum Master (CSM)
Certification Issued by the Scrum Alliance, Inc., 2008
Total Quality Management Professional (TQMP)
Certification Issued by Expert Rating, Inc., 2007
Certified Senior Business Analyst (CSBA)
Certification Issued by Expert Rating, Inc., 2007
Project Management Professional (PMP)
Certification Issued by the Project Management Institute, 2006
Certified Internal Auditor (CIA)
Certification Issued by the Institute of Internal Auditors, 2005
Certified Six Sigma Master Black Belt (CSSBB)
Certification Issued by Expert Rating, Inc., 2003
Certified Six Sigma Green Belt (CSSGB)
Certification issued by Expert Rating, Inc., 2001
Mr. Preble, a US Citizen, is the son of a US Army officer and, as such, has traveled throughout the world. Born in Fort Totten, New York, he has lived in Chiayi, Taiwan, Heidelberg, Germany, Malaga, Spain, São Paulo, Brazil, Buenos Aires, Argentina and Casablanca, Morocco. He is fluent in English, Spanish, Portuguese and German and has a modest command of French and Egyptian Arabic. Mr. Preble can be contacted by telephone at (561) 859-3585, by e-mail at GarryAlanPreble@gmail.com or by USPS at PO Box 273696, Boca Raton, Florida 33427-3696.