Inside a 2,500-person NCI-designated cancer institute — part of a 22,000-employee academic health system where change typically takes years or never happens at all — the people-support function was running on email and survey-driven workflows. Service was slow. Faculty and staff were waiting.
In 6 months I identified the gap, implemented a unified ticketing system aligned to the parent health system's standards, trained the support team, and embedded the workflow into existing processes — including the communication path the team had never had.
I also authored the group's strategic process and workflow document — mapping every parent-system and matrixed-group process into a single reference, surfacing the misalignments no one had named, and giving leadership a clear blueprint for the workflow changes that followed. I moved the needle with as much change-management kindness as the work allowed, and made the hard calls when it didn't.