1. Louis Schwartz
IT Manager, Project Manager, Business Developer
Johns Creek, GA
loujswz@gmail.com - (706) 332-6005
Experienced Chief Information Officer and Information Technology Executive with over 23 years of leadership
and management experience in clinics, community hospitals, medical centers and cooperate headquarters
with a reputation for providing practical solutions to business needs, a track-record for delivering on objectives,
building strong teams, while working in a diverse and complex environment.
➢ Coaching and Mentoring for Professional Success (FHIMSS)
➢ Program and Project Management Certified (PMP)
➢ Process Improvement & Quality Assurance Certified (LSS GB)
➢ IT Planning and Implementation Certified (CPHIMS) (ITIL)
➢ Strong Operational Management Background
➢ International IT Delivery and Analysis
WORK EXPERIENCE
Sr Solutions Consultant
Philips Healthcare - Atlanta, GA - November 2011 to Present
Responsibilities
Solutions Consultants work closely with multiple Informatics sales specialists during the Lead, Proposal, and
Order phases of a project, uncovering client requirements and risk, assessing fit to our solutions portfolio,
identifying and recommending professional services, estimating work effort, and defining the scope and
completion criteria of a project. We author the Statement of Work that becomes part of the sales contract. At the
end of the Order phase, our Solutions Consultants orchestrate the transition of the project to our implementation
team.
During the Planning and Implementation phase of the project, Solution Consultants serve as an advisor to the
project team regarding scope, risk, organization behavior and change management.
During the Closing phase of the project, Solutions Consultants contribute to the project retrospective analysis.
Skills Used
Risk Management
Time Management
Project and Portfolio Management
Customer Relationship Management
Organizational Management
Team Building, Leadership and Relationship Management
Service Operations
Health Information Systems Officer
United States Army Central - Atlanta, GA - July 2006 to April 2011
Advisor and consultant to the Executive Surgeon on all issues relating to information technology for Army
medical operations in the 27 nation area of responsibility of the US Central Command including Kuwait, Qatar,
Iraq and Afghanistan. Through the use of policy, governance and education and training effectively utilize,

2. standardize and continually assess health information systems in support of over 200,000 personnel. Provide
ongoing support to two geographically separated offices in order to support the organizations requirements.
Actively coordinates and develops relationships with internal and external staff sections at the peer, corporate
and executive level.
• Led an assessment team that determined the use and usability of Health Information Systems within
Southwest Asia resulting in a new direction for the enterprises health systems effecting over 200,000 service
members.
• Led the adoption efforts of Health Information Systems for military medical facilities in Afghanistan, Egypt
and Kuwait resulting in the documentation of care for millions of encounters.
• Implemented the use of a corporate dashboard for strategic decision making for medical facilities in 3
countries affecting 22,000 service members.
• Developed the $5,500,000 plan and procured satellite connectivity for medical treatment facilities in extremely
remote locations.
• Led the planning, implementation and analysis for effective use of an electronic health record for 13 countries
militaries supporting peacekeeping within the Sinai, Egypt.
• Project Manager of a $500,000 complex multi-nation medical assistance activities within the US, Southwest
Asia and the Middle East increasing interaction and relations with partner nations
Chief Information Officer
Martin Army Community Hospital - Columbus, GA - June 2003 to July 2006
Managed all Information Technology activities for this community hospital (78 beds), various care-continuum
businesses including Ambulatory Clinics, Ambulance Service, Ambulatory Surgery , including a staff of over
250 Providers also accountable for Electronic Medical Records, Printing and Library Services at all 30 sites.
Managed a staff of 35 (29 information systems professionals) with an annual operating budget of $5 million
and a capital budget ranging from $2 to $5 million. Member of, and participated in, executive forums and board
meetings.
• Reorganized and focused the IT organization, implementing a strong management team while addressing
retention and recruitment issues, the result was a stable and responsive team.
• Received the "Most Wired Hospital" designation from "Hospital and Health Networks Magazine."
• Assembled a practical and flexible IT strategic plan consistent with the facility business plans.
• Implemented a Clinical Data Repository and Master Member Index as part of an in-patient Clinical Patient
Record strategy.
• Provided secure remote access to continuum of care information to caregivers.
• Upgraded and enlarged the technological infrastructure to provide quality services reducing customer issues.
• Instrumental in initiating a fund-raising project to upgrade our Medical Library.
Director, Information Systems
Eisenhower Army Medical Center - Augusta, GA - April 2000 to June 2003
Leader of a staff of 33 information systems professionals, running an operational Information systems branch
responsible for the Wide Area Network (Bay Networks) for 7000 customers over 7 states and Puerto Rico, a
clinical and administrative (Microsoft NT/Exchange 5.5) automation helpdesk for 2300 local customers, 1800
workstations and laptops, 650 dumb terminals, and 220 printers, Internet and Intranet support for 3 hospitals,
and administration for 65 software packages and 84 clinical and administrative systems for a 150 bed tertiary
hospital and various care-continuum businesses including out-patient care, Ambulance Service, Ambulatory
Surgery.
• Selected by the Department of Defense CIO as one of the top three IT departments in the US Army.
• Reduced customer's resolution time from five business days to less than one for 95% of our workload.
• Developed and implemented the information system application strategy for the organization.
• Implemented numerous clinical systems in support of process improvement.

3. • Remodeled and upgraded the facilities data center.
• Implemented a disaster recovery capability.
• Reorganized the section leading to increased efficiency, without increasing manpower.
• Project Manager from development to sustainment of a performance based IT services contract.
Director
Plans & Resources Branch - September 1998 to April 2000
Eisenhower Army Medical Center Augusta, Georgia
Planned and executed information management strategic plans, committee charters, information and
decision briefings, executive summaries, report consolidation, research and analysis and data collection
and dissemination for a regional-level medical command including 11 medical facilities covering 7 states,
Puerto Rico, Canada, and Latin America, and manages the $3 million operation budget for the Information
Management Division of the Regional Medical Center.
• Periodically asked to assume additional duties to correct departmental deficiencies, bring synergy within the
department, or move into new technology or business areas.
• Implemented Magic, a Web-based $132,000 problem resolution system, which required the reengineering
of business processes for the Department successfully.
• Conducted analysis to recommend the purchase of a computer telephony system for 9 facilities resulting in
$90,000 cost avoidance.
• Wrote the 5-year IM Plan. The plan includes Life cycle and budget requirements for software, hardware,
workstations, servers, network devices, and future and regulatory requirements.
• Developed or managed the development of organizational policies on automation standardization, computer
security, use of privately owned automation equipment and software on government equipment, and customer
resolution processes.
• Initiated and managed the organization-wide Year 2000 Compliance effort, including computer system
upgrades, clinical device testing, business continuity planning, and Year 2000 preparations.
Various Positions within Healthcare Organizations
US Army - New York, NY - September 1991 to September 1998
Korea, Hawaii, New York and Texas
➢ Leader of a 140-person medical unit responsible for the health services for a 12,000 person division in
the Republic of Korea: equipped with 39 vehicles, $9 million worth of equipment, 9 pieces of real property,
$200,000 worth of installation property and the medical supply activity for the Division. Directly supervised 6
personnel.
• Top 25% of senior unit leaders in the 1100-person Battalion, ranked 2 of 7 among peers.
• Recognized for the best Supply Accountability and Safety Program (Top 3/110 in Division) in the seven
company Battalion
• Recognized for supervising the best Supply Warehouse in the (#1/4) Division
➢ Managed 91 personnel in a medical unit responsible for the health services for a 10,000-person division.
Managed the maintenance of the $5 million worth of equipment including 31 vehicles and 64 medical sets.
Managed 7 Army programs for the Company and directly supervised 2 personnel.
• Recognized by the Company Commander as the best of 15 officers he had rated in the Army.
• Recognized by the Battalion Commander for many of the best maintenance programs in the Battalion.
• Selected over 40 junior officers to lead a multi-functional logistics support element in support of a 700-person
exercise.

4. ➢ Leader of a 17-person ambulance unit that provided medical ground evacuation for a 10,000-person division.
Managed and accounted for $460,000worth of equipment including 9 vehicles and 8 medical sets. I was in
charge of the maintenance of the company's 31 vehicles and 10 trailers. I managed 7 Army programs for the
Company and directly supervised 5 personnel.
• Planned, led, and executed the first military mission to Mongolia, which treated 1480 civilians successfully.
• Planned and executed the first sling load mission of a tactical ground ambulance from a U.S. Marine
helicopter.
➢ Leader of a 26-person medical unit which supported a 570 man Infantry Battalion capable of 18 hour
deployment anyway in the Pacific Basin. Managed and accounted for $400,000 worth of equipment including 6
vehicles and 4 medical sets. In addition, I managed 4 Army programs for the Battalion and directly supervised
5 personnel.
• Recognized as having the best Medical Platoon in the brigade (#1/3) by the Brigade Commander.
• Received a 100% rating in Medical Maintenance and the Battalion's Safety Program during a Division
Inspection.
EDUCATION
MS
Instructional Technology State University of New York at Potsdam - Potsdam, NY
1997
BA in History
The Citadel - Charleston, SC
1991
SKILLS
PMP, Green Belt Lean Six Sigma, Microsoft Office Suite and Project, Visio, Sharepoint, Budgeting, Contract
Management,
LINKS
http://www.linkedin.com/in/louisschwartz
MILITARY SERVICE
Service Country: United States
Branch: US Army
Rank: LTC
December 1987 to April 2011
CERTIFICATIONS
PMP, ITIL, LSSGB
ADDITIONAL INFORMATION
available now