Doug Fuller

Accountable for enterprise analytics strategy, AI enablement, governance, and value realization; leads 45 analysts, engineers, and data scientists, manages a $10M budget, and partners with senior executives to improve clinical, operational, financial, and strategic performance.

• Hand-selected by the CEO to architect and govern the enterprise goal-setting framework, translating strategic priorities into Board-level recommendations, executive performance measures, year-round progress management, monthly organization-wide results presentations, and administration of more than $11M in annual incentive compensation; contributed to measurable improvement across safety, quality, people, finance, growth, and service.
• Orchestrated an AI-enabled revenue recovery initiative using natural language processing and automation to read, analyze, and prioritize insurance payer take-back letters; identified $180M in opportunity and improved team member productivity by 37%.
• Developed and executed an enterprise analytics transformation strategy focused on adoption, quality, delivery discipline, service excellence, and team engagement. Outcomes included:
  • Adoption: Repositioned the enterprise business intelligence platform to eliminate duplication, standardize executive-ready visualizations, and expand self-service usability; increased utilization of Tableau dashboards and data assets by over 25%.
  • Quality: Institutionalized change management and incident reporting disciplines to strengthen analytics reliability and operational accountability; reduced quality incidents by 39%.
  • Timeliness: Mobilized agile portfolio and project delivery practices using the Scaled Agile Framework; increased on-time/on-budget project completion from 67% to 92%.
  • Customer Service: Established enterprise service standards and service-level agreements to elevate business partnership, clarify expectations, and improve delivery transparency; increased internal customer service to 94%.
  • Team Engagement: Directed leadership alignment around role clarity, certification pathways, and career advancement plans; increased team engagement from 78% to 90% in one year.
• Led TriHealth’s enterprise migration to Epic Cogito Cloud, establishing KPI governance across uptime, refresh reliability, query performance, adoption, cost, and delivery speed to scale cloud analytics, improve time-to-insight, and enable AI-ready decision support.
• Directed a multidisciplinary AI and automation initiative to improve the timeliness and accuracy of pathology results; replaced lengthy, error-prone manual processes with natural language processing and workflow automation, identifying 1,824 incorrectly documented results and saving more than 3,000 person-hours in 12 months.
• Advanced enterprise AI adoption by implementing a large language model and chatbot trained on internal documentation; reduced search time by approximately 10 minutes per inquiry and delivered an estimated 2,700 hours of annual productivity improvement across the organization.
• Accelerated enterprise data consumption by democratizing secure access to trusted data assets; improved time-to-insight from weeks to minutes and enabled senior leaders to prove or disprove hypotheses in near real time.
• Established an enterprise data stewardship program that clarified accountability for data quality, reliability, and business use; strengthened governance practices and increased utilization of governed datasets and business intelligence assets.

Led a team of 40 analysts and nurses in support of safety, quality, and service analytics and data reporting. Managed a budget of $3.5M.

• Designed and scaled a portfolio of 200+ enterprise analytics solutions aligned to strategic business and clinical priorities; users accessed the tools on more than 182K instances, realizing a return on investment of $33M.
• Improved the timeliness, quality, and visibility of data and information for safety, quality, and service-related metrics; streamlined multiple laborious activities by implementing the monthly close process, ensured stakeholders had timely and accurate results, and reduced wait time by 66%.
• Increased the analytical maturity of the organization, expanded access to information, and developed consistent, reliable processes by implementing enterprise-wide analytical tools for patient experience, falls, hospital-acquired infections, and care consolidation; led to improvements across vital system goals.
• Identified an opportunity to capture additional revenue under a commercial hospital value-based agreement; partnered with the Chief Medical Officer and Managed Care to create a plan that resulted in an additional $1.5M.

Led a team of 3 project managers and 10 data integration specialists who implemented and maintained a wide array of data transport technologies and protocols. Managed a budget of $2.5M.

• Managed Federal and State government incentive programs and partnered with Information Systems to improve use of electronic medical records; earned $64M in revenue and penalty avoidance.
• Identified cost savings by replacing the data integration engine; the transition led to $100K in annual savings.

Provided business and technology consulting services to the United States Air Force.

• Analyzed deployment requirements and survival/combat equipment quality data; advised Air Force Headquarters on suitability and safety of equipment, which improved inspection requirements and reduced mishaps by 37%.

Provided analytical consulting services to the United States Air Force in support of aircraft sustainment efforts.

• Analyzed logistics, engineering, and cost data to determine flight worthiness and cost of ownership; made recommendations to the Chief of Staff of the Air Force on retirement or sustainment of aircraft.