Edward Foster
Richmond, Virginia 23233  edwardfoster.com  ed@edwardfoster.com
804-476-0406  www.linkedin.com/in/edwardnfoster
Health Care Information Systems Project and Operations Management Professional
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22 years as health care information systems project and operations professional with established
record of making significant contributions in a diverse variety of management and technical roles.
10 years active duty experience with United States Navy in both information systems and operations
positions. Retired with privileges as Naval Supply Corps Reserve Officer.
Areas of Expertise
Workflow Design, Development, Reengineering, and Ongoing Management
 As Enrollment Director for a start-up HMO, guided growth from 0 to 45,000+ members in 8 months.
 As Information Systems Manager for a New York City hospital, developed systems that reduced
monthly report cycle time from 2 weeks to 1 day.
Project Management
 Managed development and customer approval of 29 operations manuals deliverables for North
Carolina Medicaid Management Information System (MMIS). 38,000 hour project completed ontime and within budget.
 Credited with rescuing foundering Virginia $60,000,000 MMIS system development and
implementation project. Coordinated team of 17 in State management of project.
Organizational Change Management
 Managed supply system replacement at 12 domestic and overseas naval air stations. Coordinated
project through extensive interaction with stakeholders from 25 commands. Saved Navy estimated
$1,000,000 per year. Awarded Naval Commendation Medal for results.
 Pioneered office automation implementation at Army command of 1200 employees. Awarded Joint
Service Achievement Medal.
Education and Certifications
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MBA, Finance, New York University, New York, NY, 1989
BS, Computer Science, Rensselaer Polytechnic Institute, Troy, NY, 1981
Certified Project Management Professional (PMP), Project Management Institute (PMI), 2004.
Certified Six Sigma Black Belt (CSSBB), Certified Lean Sensei, Villanova University, 2007
ITIL Foundation Certification in IT Service Management, EXIN, 2006
Certificates in UNIX/C, Data Communications, New York University, New York, NY, 1994
Current Activities
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Georgia Institute of Technology, Online Master of Science in Computer Science
Project Management Institute, Central Virginia Chapter, Vice President, Finance
Professional References
The following are testimonials to my performance from my managers and other senior executives. The
complete text can be located at edwardfoster.com and www.linkedin.com/in/edwardnfoster.
"I had the pleasure working directly with Ed as a member of my team. He efficiently managed a
business analysis team, our integrated master schedule and a multi-month successful production of
contractual deliverables for our governmental client. Ed was creative and thorough in his attack and
resolution of problems. He established effective relationships with internal and external stakeholders to
ensure success and timely delivery. I strongly recommend Ed to others and hope I have the opportunity
to work with him again in the future." Joel Mercer, Deputy Account Director. Joel was my manager
at Computer Sciences Corporation (CSC).
"I've known Ed Foster for over six years ... As with his work on other projects, Ed is a superior analyst,
has excellent writing skills, and works well with people and teams. Ed is a self-starter, takes the
initiative to get work done, and manages his team well. His people skills ensure that he gets the
cooperation he needs to achieve organizational goals. I have not seen anyone that Ed has worked with
that would not bring Ed back whenever they run into difficult problems that need to be worked through.
I am pleased to have had the opportunity to work with him and hope that I'll get the chance again." Bob
Veranes, Solution Architect Principal Leader. I worked with Bob at CSC.
“Mr. Foster brought a considerable array of business skills to my office. He is an excellent
communicator, both orally and in writing. He worked exceedingly well with both State and contractor
staff and managed to get things done while still leaving them smiling. Most of all, he brought a lot of
sunshine to an often difficult project, and he will be sorely missed by everyone, including me. I fully
believe he will be a tremendous asset to any future employer.” Karen Lumsden, Manager, Project
Management Office. Karen was my manager at the North Carolina Office of MMIS Services.
“It would not be an understatement to say that his efforts during a critical period during 2001 and 2002
helped rescue a contentious and failing project and turn it around into a successful system
implementation. … His writing style is clear and his conclusions are unmistakable. … His verbal and
presentation skills are equally assured. … In summary, it would be impossible for me to overstate Mr.
Foster’s contribution to the conclusion of this five-year $60 million dollar system development effort.
He played a key role in turning this project around and making it a success. I have no doubt that he will
be a tremendous asset to any organization that is fortunate enough to employ him in the future.” Alan
MacDonald, Director of Information Management. Alan was my manager at the Virginia
Department of Medical Assistance Services (DMAS).
“His superlative management of business case analysis, coupled with his insightful coordination with
key representatives to the fleet, defense activities, and Navy Supply field activities, determined optimal
business process scenarios for all affected sites, resulting in $1 million annual savings in system
maintenance costs. Lieutenant Commander Foster’s initiative, perseverance, and loyal devotion to duty
reflected credit upon himself and are keeping tradition with the highest traditions of the United States
Naval Service.” Keith W. Lippert, Rear Admiral, United States Navy, Commander of Naval
Supply Systems Command and Chief of the Naval Supply Corps. This is the citation from my
Naval Commendation Medal for my work at the Naval Supply Systems Command (NAVSUP).
“The unique nature of a startup organization poses many operational and organizational challenges.
With no established procedures in place, employees are required to be flexible and creative in their
approach to forging corporate systems and operations. Mr. Foster was among the best in that regard. He
applied his knowledge of information systems and operations to create one of the best-run departments
... He was one of the best problem solvers in the company. ... he was an excellent personnel manager.
His staff was well trained and among the most helpful in the company. I attribute that to his devotion to
their professional development and personal welfare. … I recommend him highly to any future
employer.” Anthony Shorris, Executive Vice President. Tony was my manager at HealthFirst.
"Mr. Foster is a former employee I highly regard ... During the time I worked with Mr. Foster, I found
him to be an exceptionally fast learner of new systems ... Mr. Foster developed and maintained an
excellent rapport with the clients he interacted with ... I found Ed to be highly dedicated to providing our
customers with the highest level of service possible. I would highly recommend Mr. Foster" Bill
Lachenauer, Director, Technical Support. Bill was my manager at MICRO Healthsystems.
“As a member of the departmental management team, Mr. Foster has worked well with his peers,
consistently offering his assistance with projects related and unrelated to the operation of his particular
service. Mr. Foster has been an extremely valuable member of the Medical Center Staff. His technical,
management, and personnel skills have resulted in the busiest and most productive period of time since
the creation of Psychiatric Information Services in 1975. I firmly believe Mr. Foster will be an asset to
any organization wishing to engage his services in the future.” Douglas L. York, Assistant
Department Head, Department of Psychiatry. Doug was my manager at St. Vincent's Hospital.
"I am writing to commend the work of Mr. Edward Foster ... during preparations for the ACGME site
visit ... Mr. Foster was efficient and ingenious in designing and implementing the graphics presentation
of the curriculum and training ... required by the ACGME ... Amidst many other responsibilities, Mr.
Foster is unfailingly courteous and generous with his time in response to request for help with such
projects; and it is a pleasure to work with him." A. Reese Abright, M.D., Chief of Child and
Adolescent Psychiatry. Doctor Abright was the head of a clinic at St. Vincent's Hospital.
“I am writing this letter about an exceptional officer, LT Edward Foster. He is a bright, ambitious
person who built our office automation program from its inception. … His communications skills are
exceptional as evidenced by the numerous reports and letters he has authored and the daily interactions
he has with my directors and commanders. … I am certain, if selected for the position for which you are
considering him, he will perform in an outstanding manner and justify your hiring decision.” Paul C.
Hurley, Brigadier General, United States Army, Commander of Military Traffic Management
Command, Eastern Area (MTMC-EA). This is an excerpt of a letter of recommendation that
General Hurley wrote for me for my work at MTMC-EA.
"I take the pleasure in commending you for outstanding performance of duty both in preparation for, and
during the Supply Management Inspection 25 July 1983. Your positive attitude, and decision to make
Miller Number 1, had a significant impact on out receiving the outstanding grades we did. The Officerin-Charge of the inspection team was so impressed with the whole department that he stated, Miller has
one of the best Supply organizations that he's seen in his two years on the SMI team." Frank Yusi,
Commander, United States Navy, Commanding Officer, USS MILLER (FF-1091). This is an
excerpt from a letter of commendation from my Commanding Officer.
Health Care Information Systems Project and Operations Management Experience - Detail
Systems Analyst Project Manager, Magellan Health Services, Richmond, VA, 2014 - April 2015
Contract consultant assisting with Arkansas Pharmacy Benefits Management implementation.
 Project manager for action items, project status updates, and bi-weekly interface meetings.
 Authored following project document deliverables: Project Methods and Procedures; Configuration
Management Plan; Data Management Requirements; Data Conversion and Migration Plan; Data Models and
Data Dictionaries; Facilities Blueprints (Facility, Function, and Work Group); Services
(Exchange/Messaging) Activation Plan; Services Rollout Plan; and Performance Verification Period.
 Contributing author to following project document deliverables: Infrastructure Assets Inventory, Systems
Engineering Management Plan, and Configuration and Integration Plan (Hardware and Networks);
Implementation Master Plan, and User Acceptance Test Plan and Results.
Business Architecture Project Manager, Computer Sciences Corporation (CSC), Raleigh, NC, 2009 – 2013
Manager for operations workflow development function of North Carolina Medicaid Management Information
System (MMIS) project.
 Managed staff of 14 operations analysts and technical writers documenting operations manuals for system for
use by fiscal agent personnel in operations phase.
o Used standard project planning and tracking methodologies to manage aforementioned effort budgeted at
38,000 hours. Project completed on-time and within budget.
o Addressed over 600 requirements from North Carolina RFP.
o Included the following business functions: call center, provider relations, provider enrollment and
credentialing, third party liability, cash receipt processing, banking operations, general accounting and
finance, prior approval processing, pharmacy operations, file maintenance, medical policy, documentation
intake, pended claim and claim adjustment processing, IT operations and support, privacy and security,
and project management.
o Negotiated development and customer approval of 29 deliverables with State and CSC staff.
 Managed staff of nine business analysts documenting use-case workflow requirements for automated
workflow development using Pega (commercial off-the-shelf workflow management package):
o Included the following business functions – call center, third party liability, provider enrollment and
credentialing, recipient premium payment processing, prior approval, documentation intake, and pended
claim processing - and totaled over 60 use cases.
o Prioritized use-case development order and reallocated resources based on CSC Development needs and
availability.
o Prepared as-needed papers explaining workflow processes for presentation to management and other
teams. Developed weekly status reporting for CSC executive project management.
 Organized and operated initial change management process for project:
o Sole operations resource for first six months. Processed over 130 change requests in this time.
o Obtained and maintained requirement change requests from State staff, solicited and organized activities
analysis from CSC staff, prepared pricing sheets for presentation to State, facilitated joint State-CSC
change management meetings, and prepared related reports and documentation
 Led operations transition function during system implementation:
o Coordinated exchange of data and procedures with incumbent fiscal agent (Hewlett-Packard). Initiated
and completed over 70 transition requests in five weeks prior to implementation.
o Coordinated final pre-implementation operations assessments in following areas – user training, service
level agreements (SLAs), systems testing, change orders, operational reports, ICD-10 impacts, system
letters, and security testing.
 Led joint State-CSC effort to secure Centers for Medicare and Medicaid Services (CMS) certification of new
MMIS during 18-month period in development phase. Led team that documented responses to over 500
system review criteria on CMS certification checklists
Senior Systems Development Specialist, Affiliated Computer Services (ACS), Richmond, VA, 2008 – 2009
Provided Medicaid MMIS expertise to Solutions Delivery Group of Corporate Government Healthcare Solutions
(GHS) Division.
 Part of winning team that assembled response to Virginia RFP for MMIS takeover.
 Business analyst for Wyoming MMIS enhancements project in areas of prior authorization and letter creation.
 Coordinated onboarding (orientation) and training initiatives among current MMIS projects sites and with
Centers for Solutions Excellence Department of GHS.
 Lead Solutions Delivery knowledge expert for MMIS certification requirements mandated by CMS.
 Coordinated employee review program for 275 person department.
System Engineer, Clinical Information Technology Program Office, Falls Church, VA, 2006 – 2008
Advised Military Health System on technical issues involving electronic health record (EHR) information sharing
between Department of Defense and Department of Veterans Affairs clinical systems
 Provided expertise on following domains: Service Oriented Architecture (SOA), Enterprise Architecture,
Clinical Data Architecture (CDA), Health Level 7 (HL7), and medical terminology practices (SNOMED,
LOINC)
Project Management Consultant, Office of MMIS Services, Raleigh, NC, 2005 – 2006
Recruited to assist North Carolina in development and implementation of state MMIS system. Worked for head
project manager in Project Management Office.
 Performed quantitative analysis on vendor’s project plans and authored paper that was used by the State as the
basis to rebut vendor’s financial claims against State for project overage.
 Oversaw State efforts to resolve over 3800 issues as logged in issue tracking system.
 Managed State efforts to assess over 1500 changes made in legacy systems for design impacts.
 Led State effort to assemble four-day design presentation given to an audience of over 150.
 Rescued failing design efforts of two teams through project replanning and vendor negotiation.
 Managed State activities involved with development of Service Level Agreements (SLAs) for fiscal agent
operations.
Project Management Consultant, Department of Medical Assistance Services (DMAS), 2000 - 2003
Recruited to assist Virginia Medicaid agency in management of failing MMIS development effort. Key member
of executive management team that oversaw development and implementation.
 Constructed overall project plan covering system development, testing, and implementation efforts to monitor
project progress, solve schedule-related problems, and assess contractor performance.
 Coordinated team of 17 consultants in overall DMAS management of project.
 Advised DMAS management on oversight issues related to project status and contractor performance:
o Conducted analysis of contractor programming quality, feasibility of and conformance to contractor
proposed development schedule, and progress of contractor systems testing efforts;
o Created and maintained status metrics, charts, and graphs for ongoing project management.
o Made presentations to DMAS Director and authored correspondence for DMAS Director’s signature
documenting findings in previous analysis;
o Prepared periodic and as-needed project reports for Governor’s Office, Secretary of Health and Human
Resources, Centers for Medicare and Medicaid Services, and State Department of Technology.
 Led team of three specialists in risk management and quality assurance efforts.
 Conducted systems analysis – preparation of operations concepts and MMIS change specifications – for the
following DMAS initiatives:
o State program to provide health care benefits to children of working poor (FAMIS);
o Department cost savings initiative involving prescription drug preauthorization.
 Authored multi-volume project history for state Joint Legislative Audit & Review Commission.
 Credited with rescuing foundering $60,000,000 project.
Enrollment/Information Services Director, HealthFirst Health Plan, New York, NY, 1993 - 1996
Recruited by top executives to be enrollment and information services director for start-up HMO.
 Built initial corporate information infrastructure including LAN, telephone system, and call center.
 Launched enrollment department. Designed and implemented system. Recruited and managed staff of seven
in entry of membership enrollment and eligibility data and reconciliation with city, county, and state agencies.
 Advised company management on all membership and enrollment issues. Specific focus on relationships
with Marketing, Member Services, and Finance Departments.
 Created Medicaid recipient and provider databases through scanning and optical character recognition and
performed data mapping for company using MapInfo.
 Designed and programmed interface to state online enrollment system with Clipper. System increased
membership acceptance ratio and provided detailed marketing activity reports.
 Guided growth of plan membership from 0 to over 45,000 members in first 8 months of operations.
Operations Manager, SANUS Health Plan, Queens, NY, 1993
Hired as first operations manager for company's managed Medicare and Medicaid product lines.
 Managed staff of four in membership processing activities.
 Re-engineered document processing, data entry and membership reconciliation workflows and developed and
implemented systems in dBASE to track membership activity.
 Doubled staff productivity and reduced database errors by 90%; saved company $65,000 annually.
Project Manager, MICRO Healthsystems, West Orange, NJ, 1992 - 1993
Hired as first client services project manager for company's bedside clinical system (MedTake). Coordinated
activities between Client Services and Development Departments. Promoted to Product Support Supervisor.
 Coordinated company’s new software release.
 Founded committee responsible for interdepartmental activities and technology transfer.
 Oversaw creation of product demonstration system used by national Baxter sales force.
 Documented company client system production procedures.
 Analyzed helpdesk software packages and prepared proposal for corporate helpdesk system
Project Manager, St. Vincent’s Hospital and Medical Center, New York, NY, 1990 - 1992
Recruited to join hospital information systems department to support hospital systems projects
 Prepared pro forma financial and cash flow statements in support of hospital systems acquisitions.
 Conducted studies of hospital operations - admissions and diagnostic reports paper flows - and authored
findings.
 Formulated proposal for medical records tracking system that analyzed requirements, products, and solutions.
Information Services Manager, St. Vincent’s Hospital and Medical Center, 1986 - 1989
Managed development and operation of information systems for department of psychiatry.
 Directed five person staff in data processing for department and production of all management reports.
 Designed, programmed, and implemented information system for Department of Psychiatry that:
o Captured 40,000 annual outpatient visits;
o Maintained clinical, administrative, and financial information on over 1,000 outpatients;
o Produced required medical records and insurance documentation;
o Reduced monthly report cycle time from 2 weeks to 1 day.
 Assisted professional staff with research design, statistical analysis, and presentation preparation.
Military Information Systems and Operations Experience - Detail
Project Manager, Navy Automatic Identification Technology (AIT) Office, Harrisburg, PA, 2004
Recruited to manage introduction of Radio Frequency Identification (RFID) into Navy’s supply chain.
 Assembled and prioritized inventory of impacted information systems and sites into 10-year plan.
 Constructed and proposed passive RFID prototype to demonstrate operations and assess benefits.
 Built passive RFID costing model for Navy covering 10-year, $152 million deployment plan.
Project Manager, Naval Supply Systems Command, Harrisburg, PA, 1996 - 1999
Recruited to manage supply system transition of 12 domestic and overseas naval air stations from standalone
systems/operations to systems/operations partnered with regional naval supply centers.
 Conducted Business Case Analysis (BCA) covering costing, feasibility, and alternatives analysis. Sold
recommendations to management.
 Led teams in software and operations redesign, data conversion, and site implementation efforts.
 Managed working group meetings. Arranged and moderated executive steering committee meetings.
 Coordinated project through extensive interaction with stakeholders from 25 commands.
 Saved Navy estimated $1,000,000 per year. Awarded Naval Commendation Medal for results.
Systems Analyst, Military Traffic Management Command, Bayonne, NJ, 1990 - 1991
Recalled to active duty for Operations Desert Shield and Desert Storm.
 Developed and wrote systems and data warehouse for managing cargo leaving to and returning from Saudi
Arabia that:
o Determined most cost effective discharge port for equipment returning from Saudi Arabia;
o Archived information on over 100,000 pieces of cargo for subsequent reports and queries;
o Recorded and managed data on over 40,000 ocean shipping containers.
 Awarded Joint Service Commendation Medal.
Project Officer, Military Traffic Management Command, Bayonne, NJ, 1984 - 1986
Recruited to work for Commanding General on office automation implementation.
 Pioneered office automation program for organization of 1200 employees through:
o Policy coordination with headquarters command and communication to local and remote command
executive staff;
o Management of Working Group responsible for introduction and use of equipment;
o Proposal, execution, and documentation of pilot project that evaluated vendor's equipment;
o Consolidation of all command requirements into a comprehensive plan;
o Acquisition and installation of PCs and word processors budgeted at over $750,000.
 Authored 40 hour course in PC technology and taught to command employees.
 Awarded Joint Service Achievement Medal.
Assistant Supply Officer, United States Ship Miller (FF-1091), Newport, RI, 1981-1984
Managed ship's disbursing, services, and food services divisions.
 Directed payroll office that was accountable for $1,250,000 in annual disbursements; introduced innovative
payroll system that saved the ship's crew over 400 manhours during bi-monthly payday.
 Managed staff of five in ship's services division. Increased ship's store profits by 33% (to $35,000 annually)
and doubled inventory turnover despite 50% reduction in crew size. Overhauled ship's store, laundry, and
barber shop which led to high grades in annual management inspection.
 Oversaw 14 person food services operation which attained runner-up position for best small afloat operation
in the Atlantic Fleet.
 Supervised 35 member department in personnel and administrative affairs.