Kaiser Permanente
(August, 2000 – September, 2002) - Served as program manager for Accenture's engagement to assist Kaiser Permanente in completely reengineering its marketing, selling and management for Individual, Small Business and Large Business accounts.
Biztro
(October, 1999 – August, 2000) - Served as program manager for Accenture's engagement to help this internet start-up implement web-enabled electronic distribution processes for Small Business. This start-up is a Softbank/Marsh & McLennan funded enterprise, which now includes investments and partnerships with Bank of America, Bell Atlantic, Bell South, and other significant investors. In this role, Zach led the industry transformational efforts to redesign administrative processes for small businesses, with a special focus on insurance and benefits.
WellStreet
(December, 1999 – December, 2000) - Served as project partner for Accenture's engagement to help this internet start-up design, fund, and create an electronic “virtual” healthplan. Zach has been involved in all aspects of this start-up, including meetings with venture capital firms, eCommerce partnership meetings, and all business planning activities.
United HealthCare
(November, 1997 – October, 1999) - Served as program manager for Accenture's engagement to assist United HealthCare redesign its small group business process. Zach led the team that is developing strategies for electronic commerce, adoption and growth of United HealthCare’s small group business. Zach also directing the teams that redesigned all sales, underwriting, and installation and administrative processes, including enrollment. Zach’s teams also implemented ChannelPoint, a web-enabled distribution tool for brokers in many of United HealthCare’s 42 healthplans. Zach was responsible for five project teams with over 50 people, including strategy consultants, system designers, trainers, process and management engineers and information systems staff from both Accenture and United HealthCare.
As part of this effort, Zach led a design effort to create a Broker Portal for United HealthCare to link United HealthCare’s brokers to its back end systems. The project was aimed at improving broker productivity, increasing sales, and reducing the administrative costs for both brokers and United HealthCare.
Kaiser Permanente - Southern California Region
(December, 1994 - October, 1997) - Served as program manager for Accenture's three year engagement to assist Kaiser Permanente in completely reengineering its patient revenue processes, including reengineering of all patient revenue systems and consolidation of business office functions in 11 hospitals and over 200 outpatient facilities. Zach directed the efforts to reengineer all administrative, patient reception, cashier, billing, and collection functions. The project is expected to generate over $75 million in incremental (new) cash for Kaiser Permanente. Zach was responsible for six project teams with over 50 people, including strategic designers, trainers, process and management engineers and information systems staff from both Accenture and Kaiser Permanente.
This project was awarded Accenture’s Quality/Value/Success leadership award for 1996. It was one of only four projects singled out to be honored for excellence in delivering business value to clients.
National Healthcare Industry Consortium
(October, 1993 - February, 1994) - Served as project director for the Accenture portions of the NHIC effort to define a National Health Industry Infrastructure. This was a strategy and set of standards for integrating different health providers, payors, and consumers focused on improving enrollment and administration.
Riverside County Health Services Agency
(November, 1993 - December, 1994) - Project director for this integrated delivery system’s automation projects, including portions of the Accenture efforts to install complete SMS hospital systems, plus data sharing and management for all clinic and Public Health systems.
FHP, Inc.
(May, 1994 - December, 1994) - Project director for reengineering project to redesign finance and managed care revenue processes in advance of implementation of IDX managed care systems.
Maricopa County Health Care Agency
(March, 1992 - November, 1993) - Served as Acting Chief Information Officer for the Health Care Agency. Zach was responsible for all aspects of managing and directing Information Systems activities for the entire Health Care Agency. This included $10 Million budget responsibility, line management responsibility for an applications development staff of 150, and all strategic planning for an agency with a 550 bed acute care hospital, 25 primary care centers, a 50,000 member HMO (Served only Arizona's Medicaid population), 32 eligibility determination centers, and a full public health department.
From September of 1990 through March of 1992, Zach directed the Accenture project to reengineer the patient accounting process in the HMO and Hospital. This effort completely redesigned all billing flows in the Hospital and HMO and resulted in AR improvements of over 65 percent. During that time, Zach also served as oversight manager for several of the Agency's $25 million Information Systems projects which included the design and installation of DEC-based managed care systems, and a LAN-based executive information system.
Maricopa County Health Plan
(August, 1992 - May, 1993) - Served as the project manager for the Accenture project to develop strategic plans for automation and reengineering for this managed care organization. MCHP is an AHCCCS provider under Arizona's managed Medicaid program. Zach directed the review of all operations and made recommendations for reengineering and automation.
Group Health Medical Association (Tucson)
(December, 1991 - November, 1992) - Assisted GHMA as project manager for strategic planning and related information system implementation planning for this multi-location, staff model managed care organization. The project included a review of existing systems and identification of future systems needs and priorities. The planning project was followed by a software evaluation/selection project, which resulted in the selection of IDX for implementation to support all five GHMA locations. The project included consolidation of business office functions in a single location. Systems included scheduling, registration, order communications, and patient accounting. Zach then assisted in a QA role in the implementation of the systems.
University Medical Center (Tucson)
(August, 1989 - May, 1990) - Managed the systems evaluation and selection of complete clinical and financial information system. This project included a review of existing systems and identification of the specific functional and technical requirements for new systems. The systems included scheduling, patient accounting, ADT, registration, order communications, and clinical database.
Arizona State Health Services Department
(August, 1986 - October, 1988) - Managed the design and development of an ORACLE-based distributed healthcare information system for the Family Health Services office of the health services department. The system supported statewide patient data collection and encounter reporting. It was designed to be a tool to assist the state in preliminary attempts at tracking and improving medical outcomes and at managing care statewide.
Saint Vincent Hospital (Santa Fe)
(September, 1984 - June, 1987) - Managed a complete Patient Management/Patient Accounting implementation, including scheduling, order communications, and lab. St. Vincent replaced all its key clinical and financial systems. This team of between five and nine staff assisted in the implementation plus revenue reengineering, training, and policy and procedure development.
Saint Joseph's Medical Center (Phoenix)
(July, 1986 - January, 1987) - Managed the implementation of the SMS resource scheduling system. This was an in-house implementation.
Other Clients Include:
Arizona Department of Economic Security
Arizona Department of Transportation
Boswell Eye Institute
Citrus Valley Healthpartners
Madison School District
Maricopa Faculty Association
New Mexico State Investment Council
Premier Healthcare (HMO Consortium)
Public Service of New Mexico
Queen of the Valley Hospital
Riverside Flood Control District
Scottsdale Memorial Hospital
Samaritan Health Services
Tucson Water