Moises Frois

I joined this engagement as conversion and integration project manager after the project was already in flight. I was responsible for managing the conversion strategy and interface team for a large health system integrating a newly acquired organization onto Epic from Oracle Health Cerner. This project was running in the middle of a merger and an aggressive go-live timeline, so the stakes were extremely high. My role was to own the interface deployment plans, governance process, and implementation milestones, coordinating Epic counterparts, third-party vendors, interface analysts, and the incoming organization’s team. This allowed the client’s own technology manager and director to stay focused on the broader program. As a consultant, I wasn’t yet part of their core team, so the first job I needed to accomplish was earning their trust fast.

When the radiology and lab data delay put the timeline at risk, realigning the team around the highest-risk data first protected both the go-live date and the clinical information patients and clinicians needed on day one. Beyond that single engagement, it gave the client something more durable than a one-time fix. I provided them with a repeatable conversion methodology and standardized integration governance, with clear performance metrics defined around the value and usability of the data being converted. This partnership went beyond a vendor playbook handed off at the conclusion of a project.