Gary W. Wright

Technical Qualifications:

Technological excellence and success. It lies in one's ability to merge the strategic with the tactical, to understand the needs and expectations of each organization, to build strong organizational relationships, and to deliver and support the technologies and applications appropriate to each functional organization.

As a Director of health care in a global IT health care delivery organization or a technical service manager for federal and county government, I have provided the technological and organizational leadership that has delivered such success. I would bring to your organization excellent qualifications in:

• Strategic planning, program management, leadership of innovative technological strategies, ensuring critical growth and expansion.
• Leading the design, installation and administration of numerous systems, applications and infrastructures, exceeding expectations.
• Planning and implementing processes and procedures for technology implementations, integration and support.
• Fostering relationships with executives and staff, project teams, vendors and customers, ensuring successful integration of technology solutions.
• Developing and managing cross-functional project teams.

My role in each organization has been to re-create, rebuild and expand IT competencies. The strength of my personal technology, management and leadership skills is excellent. However, more important have been contributions to vision, strategy and long-range development of IT organizations that not only capture new technologies but support rapid changes in operations and business demands.

Examples of applied technology initiatives or complex technology programs.

1. Reinvented core competencies for school of medicine Production Support and Development groups by mentoring and successfully guiding change to best practices based on industry standards, i.e., CMMI and ITIL.


2. Saved medical center $1.2 million over a traditional wireless system. Negotiated contracts for IT Infrastructure for new 510,000 sqft Medical Office Building. Improved IT customer satisfaction by 80%. Overall Program Manager and Contracts Administrator for delivery of multi-level projects on time and in budget. Manage multi-million dollar budgets. Engineered turnaround of the IT’s performance and service levels.


3. Manage and deliver multiple large scale, multi-level projects on time and within budget. Responsible for program and project management, budgeting, contract manager/negotiator, design and support of all technology for a new 1.4 million sqft medical center complex.


4. Serve as lead IT technologist, program manager, conduit and relationship manager between IT organizations and clinicians, providers and nursing staff. Manage all IT programs, operations, relationships and projects for medical center. Assess technical merit, competitive outlook, and strategic fit of each IT opportunity, including 20 buildings across 6 campuses. Provide executive leadership to steering committees and teams.


5. Negotiated Medical Grade Wireless Utility contract to deliver advanced indoor services that improve coverage and allow for efficient reuse of available resources unifying wireless devices on a single unified Distributed Antenna System that resides above ceiling tiles versus exposed disparate/discreet antennas throughout structure. Included SOW and RFP, contract term and price structuring. Led research, analysis, presentation to the IT Infrastructure Portfolio Approval Council and subsequent adoption by Enterprise Engineering and Enterprise Architecture.


6. Negotiated and delivered public Hotspot network. Designed to increase customer satisfaction. Patients or family members with long procedures could stay productive using their corporate VPN's. The system also proved valuable to keep vendors presenting their products off our secure network. Reduced incidents of virus injections. First of its kind in Kaiser Permanente.


7. Provided enterprise strategy for information lifecycle management. Since the advent of data systems, we have not done well in teaching our business community how to throw thing away. Before data systems, we used retention policies similar to the DoD. People would label file folders with destruction dates. With data systems, we have not developed systems to do the same, hence data continues to grow at phenomenal rates. A University of Berkeley study estimates that by the year 2010 we will have a need for 25 billion gigabytes of storage just in the US. Granted, the cost of disc space is minimal, however the cost of the buildings to house that storage is rising double digits each year. We have to train people on information lifecyle management to curtail this proliferation of storage.