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Jeff Maschka, 2086 Majestic Way, Chanhassen, MN 55317, Telephone: 952-210-3006 E-Mail: jmaschka3@mchsi.

com 1

J e f f M a s c h k a , M B A
Results oriented, experienced Business Leader & Executive

Executive level leader that consistently sets vision and strategy for enterprise wide
business solutions for organizations ranging from $100 million to $82 billion in the
healthcare, technology, and software industries. Cultivates and retains top performing
teams from selection, to expectation setting, through accountability by creating a work
environment conducive to success. Proven program leader from conceptualization,
development, to successful & sustainable implementation. Excellent financial,
negotiation, and client relationship management skills used to maximize cost leadership
and profit margins. Effective communicator with all stakeholders.

Univita Health, 2008Present
Sr. Director Strategic
Program Development
Sr. Director ePMO
Shared Services
Director Enterprise
Project Management
Office - IT
Sr. Program Manager
Shared Services - IT

UnitedHealth Group, 2004
Sr. Program Manager
Management Consultant
IT & Business Strategic
Planning / Execution
C-Level Facilitation
Management (On &
Off Shore)
Change Leadership
IT Leadership
Vendor Selection and
Mergers & Acquisition
Risk Management &
Mitigation Strategies
SDLC Implementation &
Divestiture Execution
Coaching / Mentoring

Masters Business Administration - MBA
St. Thomas University, MN
BS Computer Science and Business
Winona State University, MN
Certified Project Management
Negotiations Skills and Management
Leading Organizational Change

Jeff Maschka, 2086 Majestic Way, Chanhassen, MN 55317, Telephone: 952-210-3006 E-Mail: jmaschka3@mchsi.com 2


Sr. Director Strategic Program Development
Univita Health, 2013-Present
Partnering with CFO to lead divestiture of long term care insurance administration business unit
which represents approximately 60% of the current legal entity in resources, assets, and revenue.
Responsible for developing strategic plan for split of assessment business consisting of 300
employees, $20M in revenue, multiple systems, and a national nurse network of
approximately 2500 registered nurses and nurse practitioners.
Led all legal aspects of the divestiture including contracts negotiations and assignments,
consents for contract transfers, and change in ownership process to ensure business
Leading post close separation activities which include monitoring of all transition services
agreements to ensure timely delivery, development of intercompany billing, and post close
contract negotiations.

Univita Health, 2012-Present
Leading all aspects of a strategic joint venture formation in partnership with a large regional
health system.
Developed strategic relationship with key members of the health system executive
leadership group to ensure the highest level of trust and increase decision making velocity.
Responsible for defining operating model including product definition, price sheet, and
negotiation of term sheet and staffing model.
Accountable for on time delivery of milestones including key products and services,
implementation roadmap, and benefit delivery schedule.
Led acquisition of home health agency in target market. Responsible for company
valuation, structure of financial transaction, negotiations, and legal activities leading to

Sr. Director ePMO
Univita Health, 20112013
Leads all aspects of Enterprise Program delivery for the organizations ePMO. Managed a staff of
19 employees both locally and remotely. Oversees infrastructure design and implementation,
system architecture, project / program management, system and business analysis, enterprise
integration planning and implementation.
Standardized requirement and implementation processes, improving quality and
turnaround while significantly decreasing costs.
Trained staff in influence management and negotiation skills to effectively influence project
management teams to consistently reach milestones on schedule.
Increased staff retention based on creating an environment of collaboration and trust.
Led infrastructure team that improved technology delivery across all business units,
positively increasing the internal partnership and external client experience.
Presented a technical business case that created buy in from leadership for increased
funding for disaster recovery and risk management and compliance solutions. Effectively
elevating the risk posture of the organization.
Evaluated and selected vendors for a companywide e-learning solution.

Jeff Maschka, 2086 Majestic Way, Chanhassen, MN 55317, Telephone: 952-210-3006 E-Mail: jmaschka3@mchsi.com 3

Director Enterprise Project Management Office
Univita Health, 20092011
Leads all aspects of Portfolio, program, and project delivery for Univita Health Inc. Project
management office consists of approximately 90 resources including program managers, project
managers, business analysts, project controllers, and project coordinators. Responsible for
leading analysis of portfolio, program, and project management methodology, proposing
modified PMO strategy, and implementation roadmap including cost, staffing model, and
governance process.
Defined standardized portfolio / project governance process to increase executive and
key stakeholder visibility and shorten decision making cycle.
Lead PPM product and vendor evaluation and selection process after recommending
automation to streamline program and project delivery.
Provided oversight and direction to 12 month PPM tool implementation effort.
Collaborated with vendor to develop effect training process and materials.
Increased on time delivery by ~100% in the first year.

Partnered with CEO in leading Merger/Acquisition and Integration efforts for newly acquired
entities in emerging Florida markets.
Participated in due diligence business review.
Established initial 100 day integration plan which included efforts leading up to the
acquisition, plan for the first 3 months - post acquisition, and first year strategic plan.
Lead Executive Leadership meetings during first phase of the integration designed to
effectively communicate progress, current challenges and potential roadblocks.
Emphasized collaboration and partnership during the time of tremendous change inside a
highly political environment.
Reduced overall operating budget of the acquired entities by $3.2M by maximizing staff
and process efficiencies through process flow analysis, benefits consolidation, systems
consolidation, vendor and inventory management, contract renegotiation, and staff
redirection and reduction.

Sr. Program Manager Shared Services - IT
Long Term Care Group (Univita Health), 2008 2009
Lead large, distributed, cross functional team of technical architects, project managers,
developers and business leaders on an enterprise program to consolidate internal administrative
Significantly expedited project delivery and minimized implementation costs by 40%
through effective workforce planning and strategic use of permanent and contingent staff.
Drastically reduced employee turnover by 50% by keeping employees engaged
throughout the project and having them take on training roles for contracting staff.
Established new processes, roles, and responsibilities which saved money by increasing the
effectiveness of the staff.
Designed system from newly established enterprise standards as part of the pre-sales phase
which avoided costly customization while still meeting and exceeding customers needs.

Jeff Maschka, 2086 Majestic Way, Chanhassen, MN 55317, Telephone: 952-210-3006 E-Mail: jmaschka3@mchsi.com 4

Sr. Program Manager
UnitedHealth Group, 20052008
Lead key initiatives across entire United Health Group organization focused on decreasing
overall IT costs and increasing technical staff effectiveness and quality.
Responsible for leading $52.5M program which defines new application integration testing
process and infrastructure with goals to reduce production quality integrations by 50%, help
the organization realize $5M in rework savings in 2008, and push quality further into the SDLC
process. Phase 1 scope included 19 project managers detailing application team work
plus 4 additional program team members including technical architects and infrastructure
project managers.
Lead and served as organizational change leader for highly political managed services /
self-service program which involved all levels of leadership at each United Health Group
business unit. Goals included 60% reduction in organizational IT infrastructure spend over
three years, gains in application teams efficiencies and reduced development cycle time,
and increase in application and infrastructure stability and availability.
Collaborated with executive leadership teams across the organization to develop an
optimization plan to provide self-service solutions to all new and existing application teams.

Management Consultant
UnitedHealth Group, 2004-2005
Led large team which included UHG Executive Leadership, in reviewing root cause for
technology service outages.
Responsible for leading team in diagnosis and remediation of High Availability
Determined need for High Availability solution and recommended appropriate
infrastructure and process changes.
Negotiated common Service Level Agreements and outage windows between multiple
United Health Group business units including application development segment CIOs and
their direct reports.