Jeff Maschka

8/11/2019 Jeff Maschka

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Jeff Maschka, 2086 Majestic Way, Chanhassen, MN 55317, Telephone: 952-210-3006 E-Mail: [email protected] 2

CHRONOLOGICAL SUMMARY OF EXPERIENCE

Sr. Director Strategic Program Development

Univita Health, 2013-PresentPartnering with CFO to lead divestiture of long term care insurance administration business unit

which represents approximately 60% of the current legal entity in resources, assets, and revenue.

Responsible for developing strategic plan for split of assessment business consisting of 300employees, $20M in revenue, multiple systems, and a national nurse network of

approximately 2500 registered nurses and nurse practitioners.

Led all legal aspects of the divestiture including contracts negotiations and assignments,

consents for contract transfers, and change in ownership process to ensure business

continuity.

Leading post close separation activities which include monitoring of all transition services

agreements to ensure timely delivery, development of intercompany billing, and post close

contract negotiations.

Univita Health, 2012-PresentLeading all aspects of a strategic joint venture formation in partnership with a large regional

health system. Developed strategic relationship with key members of the health system executive

leadership group to ensure the highest level of trust and increase decision making velocity.

Responsible for defining operating model including product definition, price sheet, and

negotiation of term sheet and staffing model.

Accountable for on time delivery of milestones including key products and services,

implementation roadmap, and benefit delivery schedule.

Led acquisition of home health agency in target market. Responsible for company

valuation, structure of financial transaction, negotiations, and legal activities leading to

close.

Sr. Director ePMO

Univita Health, 20112013

Leads all aspects of Enterprise Program delivery for the organizations ePMO. Managed a staff of

19 employees both locally and remotely. Oversees infrastructure design and implementation,

system architecture, project / program management, system and business analysis, enterprise

integration planning and implementation.

Standardized requirement and implementation processes, improving quality and

turnaround while significantly decreasing costs.

Trained staff in influence management and negotiation skills to effectively influence project

management teams to consistently reach milestones on schedule.

Increased staff retention based on creating an environment of collaboration and trust.

Led infrastructure team that improved technology delivery across all business units,

positively increasing the internal partnership and external client experience.

Presented a technical business case that created buy in from leadership for increased

funding for disaster recovery and risk management and compliance solutions. Effectively

elevating the risk posture of the organization.

Evaluated and selected vendors for a companywide e-learning solution.


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Director Enterprise Project Management Office

Univita Health, 20092011Leads all aspects of Portfolio, program, and project delivery for Univita Health Inc. Project

management office consists of approximately 90 resources including program managers, project

managers, business analysts, project controllers, and project coordinators. Responsible for

leading analysis of portfolio, program, and project management methodology, proposing

modified PMO strategy, and implementation roadmap including cost, staffing model, andgovernance process.

Defined standardized portfolio / project governance process to increase executive and

key stakeholder visibility and shorten decision making cycle.

Lead PPM product and vendor evaluation and selection process after recommending

automation to streamline program and project delivery.

Provided oversight and direction to 12 month PPM tool implementation effort.

Collaborated with vendor to develop effect training process and materials.

Increased on time delivery by ~100% in the first year.

Partnered with CEO in leading Merger/Acquisition and Integration efforts for newly acquired

entities in emerging Florida markets.

Participated in due diligence business review. Established initial 100 day integration plan which included efforts leading up to the

acquisition, plan for the first 3 months - post acquisition, and first year strategic plan.

Lead Executive Leadership meetings during first phase of the integration designed to

effectively communicate progress, current challenges and potential roadblocks.

Emphasized collaboration and partnership during the time of tremendous change inside a

highly political environment.

Reduced overall operating budget of the acquired entities by $3.2M by maximizing staff

and process efficiencies through process flow analysis, benefits consolidation, systems

consolidation, vendor and inventory management, contract renegotiation, and staff

redirection and reduction.

Sr. Program Manager Shared Services - IT

Long Term Care Group (Univita Health), 20082009Lead large, distributed, cross functional team of technical architects, project managers,

developers and business leaders on an enterprise program to consolidate internal administrative

systems.

Significantly expedited project delivery and minimized implementation costs by 40%

through effective workforce planning and strategic use of permanent and contingent staff.

Drastically reduced employee turnover by 50% by keeping employees engaged

throughout the project and having them take on training roles for contracting staff.

Established new processes, roles, and responsibilities which saved money by increasing the

effectiveness of the staff.

Designed system from newly established enterprise standards as part of the pre-sales phase

which avoided costly customization while still meeting and exceeding customers needs.


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Sr. Program Manager

UnitedHealth Group, 20052008Lead key initiatives across entire United Health Group organization focused on decreasing

overall IT costs and increasing technical staff effectiveness and quality.

Responsible for leading $52.5M program which defines new application integration testing

process and infrastructure with goals to reduce production quality integrations by 50%, help

the organization realize $5M in rework savings in 2008, and push quality further into the SDLCprocess. Phase 1 scope included 19 project managers detailing application team work

plus 4 additional program team members including technical architects and infrastructure

project managers.

Lead and served as organizational change leader for highly political managed services /

self-service program which involved all levels of leadership at each United Health Group

business unit. Goals included 60% reduction in organizational IT infrastructure spend over

three years, gains in application teams efficiencies and reduced development cycle time,

and increase in application and infrastructure stability and availability.

Collaborated with executive leadership teams across the organization to develop an

optimization plan to provide self-service solutions to all new and existing application teams.

Management ConsultantUnitedHealth Group, 2004-2005Led large team which included UHG Executive Leadership, in reviewing root cause for

technology service outages.

Responsible for leading team in diagnosis and remediation of High Availability

environments.

Determined need for High Availability solution and recommended appropriate

infrastructure and process changes.

Negotiated common Service Level Agreements and outage windows between multiple

United Health Group business units including application development segment CIOs and

their direct reports.

Jeff Maschka

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