Meghan is Inteliquet’s Director of Healthcare Solutions Deployment and Customer Engagement. She leads all aspects of technology and data-solution implementations for our Clinical Consortium site partners, so they can efficiently match patients with clinical trials.
Meghan has more than 15 years of experience providing operational insight and management in digital technology solutions for large healthcare organizations. She has implemented systems in departments (oncology, surgery, and radiology) as well as at the enterprise level involving clinical, revenue cycle, and patient experience systems. Meghan worked at Ascension as their Director of Information Technology. Before Ascension, she spent 16 years at BJC HealthCare, one of the largest US nonprofit healthcare organizations, where she was responsible for the support and implementation of a $15 million technology portfolio representing behavioral health, home care, corporate health, revenue cycle, and population health.
How did you get into healthcare?
I was at St. Louis University where I was changing my major regularly. The one that finally stuck was in medical record administration. After graduating, and even before graduating, I worked in hospitals on the operations side in medical record departments. I loved the environment, the mission, the community, all of it. It sounds odd to be excited by medical records, but it was fascinating.
I got to know many different people in the hospital because they documented everything about the patients. This was before computers, so they would bring forms to our department to put in the records. Whether it was physicians or nurses—all of these departments and clinicians contributed to the record, and I worked with all of them, including patients who would need copies. I learned about entire hospitals through these records. This was the “paper-record” days, and then we started implementing technology. It was a natural progression because all of the original fascination was there – it just became a digital one.
So, you saw big change at the ground level?
Yes, big changes to make things more efficient. I got to participate in some of the early technical implementations, and it piqued my interest to move to IT. I saw healthcare evolve right before my eyes, and I wanted to be a part of it.
It is fair to say that you always liked having your hands in data?
Yes, that’s fair. A lot of data. I wanted to get on the IT side and improve the process and efficiency around managing data. I joined one of the large BJC hospitals as a liaison between IT and the hospital staff. As departments wanted to implement technology, we helped them figure what they wanted to achieve and help if things went awry. There was one surgery department that wanted to put in a scheduling system, which was complex. It needed to keep track of all the different supplies used during surgery, and each surgeon had supplies they wanted on their own preference list. It was about going in to different departments, learning their needs, and finding ways for technology to help them be more efficient. I then joined a team that implemented GI endoscopy solutions across the enterprise of 11 hospitals and eventually got into oncology systems.
Then I moved to a consulting team that was tasked with making the entire enterprise more aware of the patient experience. We set up a new hospital that focused on patients and patient experience technology. We implemented bedside patient educational technology, which included wayfinding (i.e., guiding people through the physical environment and enhance their understanding of the space) and other patient experience applications.
During this time, I also was asked to take on a role as an interim Operations Manager of one of our cancer centers. They were moving into a new building and implementing a new EMR at the same time, so I lead them through both of those efforts. It was great to work with physicians, nurses, pharmacists, and patients. I loved shadowing people and watching up close what challenges they faced and loved jumping in. It built the relationships required to get physician and hospital senior leadership buy-in to create our first adult Patient and Family Advisory Council, which helped increase patient engagement awareness among staff and physicians. It became a model for others across the country.
More importantly, I saw firsthand how nurses had to manually match patients for clinical trials, which was tedious for them.
Do you have a favorite project?
It would be the implementation of myBJC – BJC HealthCare’s patient portal. I planned and implemented myBJC, which was developed in house via Agile methodology. In the first two months of deployment we had more than 14,000 actual users and 30,000 visits to the myBJC webpage. It was one of the first portals that allowed patients to see test results and receive messages. Not unlike what patient portals do today.
So why Inteliquet?
Inteliquet really fits well with my experience of working with many different constituencies to bring about consensus and efficiency in a healthcare ecosystem, and that is vital if you are bringing in new technology solutions and expect providers to accept and adopt them. As soon as I read the job description, I knew it was a win-win. Another reason involves my brother-in-law who has been battling cancer for the last 11 years. He’s been in a lot of trials, so I know what that can be like for families. It motivates my work and what I want to accomplish.
What do you want HCOs to know about Inteliquet?
It’s about creating efficiencies and matching patients to clinical trials, so they can get to a decision point as quickly as possible. We want patients and physicians to have options. We want the technology to be useful and improve their existing workflow, so it helps, not hinders their ability to care for their patients. The more efficient we can make this process, the better it is for everyone involved. I’m excited to play a small role in that.