Executive Coaching and IT Strategy

Transition at a Pivotal Moment

The new CIO inherited an environment that required immediate attention:

• Infrastructure Pressures: The health system's IT environment, particularly its medical imaging platforms, was under strain, creating operational risk and clinician frustration.
• Vendor Engagements: Active contract negotiations with major technology partners needed careful handling to ensure fair value and continuity of services.
• Executive Expectations: The CIO was tasked with presenting confidently to the board and executive peers, despite being new to a senior leadership role.
• Organizational Culture: Personnel adjustments were necessary to align the IT team with the system's strategic direction, while maintaining morale and stability.

Balancing these demands while also setting a long-term vision required structured support and trusted guidance.

A Structured Coaching & Advisory Model

Asbury HealthTech Partners designed a tailored engagement that addressed both leadership development and technical strategy. The approach was collaborative and pragmatic, ensuring the CIO could apply insights directly in real-time situations.

The engagement focused on three areas:

1. Infrastructure & Imaging

• Reviewed the health system's imaging environment and overall IT infrastructure.
• Provided actionable guidance on stabilizing current systems while planning for modernization.

2. Leadership Development

• Delivered coaching on boardroom presence and executive communication.
• Offered negotiation support to strengthen vendor relationships and align contracts with system priorities.
• Provided frameworks for assessing team performance and making informed personnel adjustments.

3. Strategic Governance & Planning

• Partnered with the CIO to create a forward-looking IT strategy tied to organizational goals.
• Introduced governance structures to support transparent, disciplined technology investment.

Strengthening Leadership and Advancing Strategy

The engagement delivered measurable outcomes that positioned the health system for long-term success:

• Leadership Development: The CIO gained confidence and credibility, strengthening relationships with the CEO, board, and clinical leadership.
• Infrastructure Direction: The system received a roadmap to stabilize and evolve its imaging and enterprise IT capabilities.
• Operational Resilience: Vendor relationships were approached with a structured framework, helping to build stronger alignment and value over time.
• Organizational Alignment: Personnel adjustments were carried out thoughtfully, resulting in a more focused and accountable IT team.
• Strategic Governance: A governance model was established to ensure IT decisions supported both clinical needs and financial stewardship.