Project Management Professional
Project Management Institute · 2005
Healthcare · Life Sciences · Medical Technology · Enterprise Systems
Healthcare & Life Sciences Technology Leader
20+ years connecting clinical practice, enterprise technology, and regulated transformation. Tadeo leads healthcare AI adoption, clinical informatics, and enterprise modernization—from strategy through implementation and measurable outcomes.
20+Years leading transformation
47Tenet hospitals
75+Aruga apps reviewed
4Countries across 3 continents
01
Leadership profile
Technology range. Clinical foundation.
Leading where care, technology, and enterprise change converge.
Tadeo brings technology, people, and business priorities together to make complex change work. His background in computer systems administration and nursing helps him understand how systems perform, how people use them, and what it takes to adopt technology safely and responsibly—especially when decisions have real-world consequences.
His work spans providers, payers, life sciences, medical devices and medical technology, public-sector health, and global consulting—bringing clinical, operational, financial, and technical priorities into one executable direction across the United States, Canada, the United Kingdom, and China.
Selected credentials
Disciplines that reinforce execution
Presented as supporting evidence—not as a substitute for leadership experience and measurable outcomes.PROSCI Certification in Change Management
2022
Agile Coaching
ICAgile · 2020
Six Sigma Green Belt
Process Improvement · 2009
02
Selected impact
Evidence over adjectives
Work that connects strategy to operational decisions.
01
Enterprise portfolio
Turning complexity into investment clarity
Led assessment and rationalization across 75+ enterprise applications, translating business, technical, risk, and stakeholder findings into a prioritized modernization roadmap.
75+ applications assessed
02
Clinical operations
Making real-time operations actionable
Led command-center and operational-analytics transformation at OHSU and Humber River Hospital, connecting predictive insights with patient-flow and capacity decisions.
OHSU · Humber River Hospital
03
Regulated transformation
Modernizing regulated platforms with control
Led Oracle ERP modernization and cross-functional validation work for regulated life sciences organizations, aligning technology delivery with quality and operational readiness.
Oracle ERP · GxP · CSV
04
Interoperability
Connecting platforms to the point of care
Led enterprise EHR integration delivery for digital cardiac monitoring at iRhythm, aligning product, engineering, provider IT, and clinical teams through testing, deployment, and adoption.
MedTech · EHR integration
03
Experience
Four countries · Three continents · One health ecosystem
From clinical systems to enterprise leadership.
2025—Present
spotTED
Founder / Principal
Founded spotTED, a patent-pending independent technology venture informed by decades of experience in complex, regulated, and highly consequential operating environments.
2022—Present
Aruga LLC
Senior Advisory Consultant – Health Industries
Advises healthcare and life sciences leaders on enterprise modernization and governance. Led application rationalization across 75+ enterprise applications and supported county health digital transformation and Home Instead M&A operating-model work.
2020—2022
Grant Thornton LLP
Manager – Advisory Transformation, Health Industries
Led Oracle ERP modernization, GxP/CSV governance, and life sciences transformation; supported pharmacovigilance and technology-risk work. Contributed to the AI knowledge base and participated in the DIA Regulatory Information Management working group.
May 2019 – Nov 2019
iRhythm Technologies, Inc.
Senior Technical Project Manager
Led enterprise EHR integration delivery for digital cardiac monitoring, spanning pre-sales strategy, requirements, design coordination, testing, deployment, stabilization, and customer adoption.
Apr 2017 – Oct 2018
GE Healthcare Partners
Senior Consultant | Engagement Lead, Global Productivity Solutions
Led Command Center and Wall of Analytics transformation at OHSU and Humber River Hospital, connecting predictive analytics with patient flow, capacity management, and operational decision-making.
Mar 2014 – Apr 2017
Stanford Health Care
Senior Project Manager | International Medical Services, Pharmacy & Inpatient Clinical Applications
Directed an inpatient clinical applications portfolio expanding from approximately 75+ to 125+ applications for the 500 Pasteur Drive hospital activation, covering standalone applications, planned retirements and upgrades, Epic-integrated or planned applications, and net-new implementations. Led pharmacy modernization across Epic Willow and Swisslog automation and developed International Medical Services operating models.
Jan 2011 – Jan 2014
PwC LLP
Manager – Health Industries Advisory
Led provider and payer transformation engagements, including PBM clinical-pharmacy and quality initiatives, care-management operating models, and EHR and ICD-10 readiness. Client work included Centene / US Script, University of Kentucky HealthCare, HCSC, CVS Caremark, and Martin Luther King Jr. Hospital.
Dec 2008 – Jan 2011
NTT DATA (formerly Dell Services)
Senior Principal – Business Consulting, Healthcare Services
Helped build Tenet’s clinical informatics program across a 47-hospital environment, with West Coast leadership in clinical content, CPOE alignment, and adoption. Supported EMR integration at Daughters of Charity Health System and multidisciplinary documentation planning at XiangYa No. 2 Hospital in China.
Dec 2007 – Dec 2008
Deloitte Consulting LLP
Senior Consultant – Strategy & Operations, Life Sciences & Healthcare
Assessed Epic OpTime perioperative transformation for Bon Secours and supported OSF HealthCare’s enterprise EHR vendor selection through stakeholder workshops, scorecards, governance, and executive recommendations.
Dec 2005 – Dec 2007
BearingPoint / KPMG Consulting
Senior Consultant – Public Services, Global Healthcare
Supported Cerner Millennium implementation across the London NHS cluster through clinical-workflow, readiness, functional-gap, and deployment assessments. Contributed to Epic clinical-content governance, physician engagement, and adoption across U.S. health systems.
Apr 2005 – Dec 2005
Perot Systems Corporation
Senior Clinical Applications Analyst | Stanford Hospital & Clinics
Supported clinical information system design, build, workflow redesign, testing, training, deployment, and stabilization in an academic medical center, partnering with clinical, technical, and operational teams.
May 2005 – Nov 2005
Scios, Inc. (Johnson & Johnson)
Drug Safety Associate – Clinical Trials / Pre-Market Pharmacovigilance | Kelly Clinical Resources Contract
Supported clinical-trial adverse-event and serious adverse-event intake, follow-up, coding, assessment, narratives, expedited reporting, and cross-functional safety communication in a regulated life sciences environment.
Feb 2004 – Apr 2005
Janssen Research & Development (Johnson & Johnson)
Drug Safety Associate – Benefit-Risk Management / Post-Market Safety Surveillance
Managed serious and non-serious individual case safety reports, causality and listedness evaluations, clinical narratives, MedDRA coding, and reporting support, collaborating across safety, medical affairs, regulatory, clinical operations, and quality.
May 2002 – Apr 2004
LifeScan, Inc. (Johnson & Johnson)
Healthcare Informatics Technical Services Specialist | Professional Services / OneTouch Data Management
Supported hospitals, laboratories, healthcare professionals, and field teams using regulated glucose-monitoring, connectivity, and data-management technologies. Evaluated complaints and potential Medical Device Reporting events and supported quality documentation and troubleshooting.
04
Perspectives
Ideas that shape the work
Practical points of view for consequential transformation.
Healthcare AI
01From promising technology to operational value
AI creates value when it is integrated into real workflows, supported by accountable operating models, and measured through adoption and outcomes—not when it remains an isolated demonstration.
- Begin with a consequential workflow, a clearly defined problem, and accountable clinical and operational ownership.
- Design data quality, validation, integration, human oversight, security, and change adoption as part of the implementation—not as follow-on work.
- Measure value through adoption, cycle time, quality, safety, workforce impact, and operational economics rather than model performance alone.
The objective is not more AI. It is better decisions, stronger operations, and measurable value.
Clinical modernization
02Transformation is a care-delivery problem
Technology decisions become meaningful only when clinical, operational, and technical teams can act on them together. A system deployment is an event; care-delivery transformation is the outcome.
- Start with the care model, frontline friction, patient journey, and operational constraints before defining the technology solution.
- Map dependencies across people, workflow, policy, data, devices, EHRs, interoperability, and downstream operations.
- Co-design with nursing, physicians, operations, informatics, and IT; then manage adoption with the same discipline used for technical delivery.
Modernization succeeds when technology reduces friction, strengthens clinical work, and improves how care is delivered.
Enterprise leadership
03Strategy must survive contact with execution
Durable transformation connects executive intent to portfolio decisions, delivery discipline, frontline adoption, and measurable results. Strategy without operating clarity is aspiration; execution without strategy is motion.
- Translate strategic intent into investment principles, portfolio priorities, decision rights, and explicit measures of success.
- Align product, engineering, clinical, operations, finance, security, compliance, and change leadership around shared outcomes and trade-offs.
- Use governance to accelerate informed decisions, surface risk early, and sustain accountability from commitment through value realization.
Leadership becomes visible in the quality of decisions, the discipline of trade-offs, and the outcomes the organization can sustain.
Start a consequential conversation
Healthcare transformation needs leaders who understand the whole system.
Available for healthcare, life sciences, and medical technology leadership, strategic transformation, advisory, and select innovation conversations.