Enterprise EMR Transformation Programme

Leading deployment coordination, governance documentation, and stakeholder communication on a live multi-site Electronic Medical Records (EMR) transformation programme for St. Andrews Integrated Health Group (SAIHG), delivered through Amdari. The programme is replacing four legacy clinical systems across 60 facilities in 8 US states with a single unified EMR platform. Currently in active delivery, responsible for keeping the deployment on track, maintaining programme documents, and making sure the right people have the right information at the right time.

St. Andrews Integrated Health Group (SAIHG) runs 18 hospitals and 42 outpatient clinics, each using different and disconnected clinical record systems. This was causing duplicated patient records, delayed clinical decisions, compliance risks, inefficient reporting, and poor operational efficiency across the organisation. As healthcare organizations increasingly adopt integrated digital solutions, SAIHG recognizes the need to modernize its infrastructure, streamline workflows, and establish a connected healthcare environment that supports coordinated care delivery.

Without intervention, the organization risks increased operational costs, declining patient satisfaction, compliance challenges, and limited ability to scale future healthcare innovations.

This programme exists to bring all of SAIHG's hospitals and clinics onto one single, connected EMR platform, so that patient information flows freely and accurately across every facility, clinical decisions are faster and better informed, and the organisation meets its compliance obligations. It also lays the groundwork for future innovations like AI-assisted clinical decision support and population health management.

Objectives

• Replace four fragmented legacy EMR systems with a single unified platform across 60 facilities
• Establish consistent deployment standards and readiness gates across all sites
• Maintain clear governance, version-controlled documentation and reporting throughout delivery
• Coordinate clinical, technical and supplier stakeholders across a complex multi-workstream programme
• Track site readiness, training completion and go-live risks across all deployment groups

• Hybrid delivery, using PRINCE2 to provide strong governance and Agile to keep the work moving flexibly sprint by sprint.
• Phased group deployment instead of switching all 60 facilities on at once, sites are rolled out in groups so risks stay contained and lessons learned from each group improve the next one.
• Every group must pass a formal go/no-go gate before it can proceed. Nothing goes live unless it is ready.
• A live blocker log is maintained throughout, tracking every outstanding issue and its owner.
• Confluence is the single source of truth (every programme document, update and decision lives there).

I am working alongside the programme team on deployment coordination for the programme, with full ownership of the deployment workstream. In practice this means I built and maintained every version-controlled programme document from scratch, tracked whether each of the 60 sites was ready to go live, chased inputs from over 10 different workstream leads to keep documents current, and made sure programme leadership always had an accurate picture of where things stood. I also put together executive briefing materials and presented deployment readiness directly to the Programme Lead and the leadership team — walking them through the live Deployment Readiness Tracker and flagging anything that needed a decision.

• Deployment Plan — the initial plan setting out how the deployment would be approached and managed across all 60 sites
• Site Readiness Assessment — an early review of how ready each site was for the EMR deployment
• Deployment Strategy Document — the detailed strategy defining how the deployment would be delivered across all hospitals and clinics
• Site Readiness Checklist — a structured checklist used to assess and track readiness at each site before deployment
• Deployment Architecture Diagram — a 7-layer diagram showing how the entire technical architecture fits together across all 60 sites
• Rollout Strategy — the phased approach defining which sites go live when and in what order
• Deployment Readiness Report — a detailed readiness assessment for the Group 0 pilot sites
• Approved Rollout Plan — the confirmed plan showing which sites deploy when and in what order
• Deployment Readiness Tracker — a live document showing the RAG (Red, Amber, Green) readiness status of all 60 sites across every readiness gate
• Site Coordination Report — covering hardware delivery schedules, infrastructure status and site contact details
• Deployment Closure Report — the formal document that closed out the 15-day planning window and handed Groups 1–3 over to the hypercare team

• Challenge 1 — Managing version-controlled documentation across 10+ concurrent workstreams 
  Each workstream had different inputs, timelines and owners all running at the same time. To solve this, a strict version-control system was applied to every programme document, with a clear naming convention, change log and update process so nothing was ever lost or overwritten.
• Challenge 2 — Tracking go/no-go decisions across 60 facilities in 8 states within a tight 15-day planning window  
  With so many sites and so little time, it was easy for things to slip. The Deployment Readiness Tracker (SAIHG-DEPLOY-005) was built and maintained as a live RAG dashboard so the status of every site and every gate was visible at all times, and blockers were surfaced immediately.
• Challenge 3 — Chasing outstanding deliverables from multiple workstream leads without losing momentum  
  Inputs from over 10 different leads were needed to keep programme documents current. Direct, targeted communications were sent to each owner with specific asks, clear deadlines and the exact section or document their input was needed for, reducing back and forth and keeping things moving.
• Challenge 4 — Balancing PRINCE2 governance rigour with the pace of Agile delivery 
  Strict governance can slow deliverables down, but cutting corners creates risk. The solution was to apply PRINCE2 controls, version control, formal approvals, and stage gates while using Agile ways of working like iterative document updates and incremental inputs to keep pace without sacrificing quality.
• Challenge 5 — Coordinating across clinical, technical and operational stakeholders with very different priorities and communication styles 
  A one-size-fits-all approach does not work in a programme this complex. Communications were tailored to each audience. I used plain language for clinical teams, technical detail for infrastructure leads, and concise executive summaries for programme leadership, so everyone always had what they needed in a format they could act on.

• Every planning deliverable for the 15-day window was completed on time and formally handed over to the hypercare team at Day 15
• Group 0 pilot go-live confirmed for 28–29 July 2026, covering H015 Tennessee, H004 Illinois, H014 Virginia and five linked outpatient clinics
• The Group 0 HIPAA compliance hard stop was fully cleared and formal compliance sign-off completed across all eight Group 0 pilot sites
• The programme is tracking within its approved $70M budget with a forecast underspend of $1.17M

Key artefacts produced on this project. Confidential client material is appropriately withheld.