W032025Delivery / AI enablementHealthcare, multi-state$750K absorbed

Outcome

in change orders and scope expansion absorbed on top of a $205K original contract, without moving the May 28th app store launch date.

1,400,000portal users served by the healthcare system this app shipped into

20stakeholders across the agency, client IT, marketing, legal, and regional operations under one RACI

5patient segments the go-to-market messaging and channel plan were built around

1.4M patients, one launch date that didn't move

01 / Context

A multi-state hospital network’s consumer-facing mobile app and go-to-market strategy for Epic MyChart integration, across a four-state Southern market (Georgia, Kentucky, Tennessee, Texas) — a healthcare system serving 1.4M+ portal users.

02 / Problem

The contract was $205K. The work became $750K.

A multi-workstream project — UX design, analytics, competitive analysis, launch comms — grew well past its original scope mid-flight, with a fixed app-store launch date (May 28th) that couldn’t move. Separately, the content team was integrating an LLM with no agreed usage policy, security review, or operational workflow yet in place.

SCOPE GROWTH, $205K → $750K — DATA VISUAL

FIG 01 — Change orders absorbed against the fixed launch date.

03 / Approach

Put governance in place immediately, then make room for the scope that already existed.

01Establish formal governance immediately — a RACI matrix and weekly status reporting across 20+ stakeholders spanning both sides.

02Restructure resources and the timeline to absorb the $750K+ change order without touching the launch date.

03Lead AI governance coordination in parallel: align the content team’s LLM usage policy, security considerations, and operational workflow with platform standards and compliance requirements.

04 / What I did

Managed delivery of the enhanced content strategy and blog experience end to end — design, analytics, and SEO coordinated for one storyline. Built the go-to-market strategy itself: messaging framework, audience segmentation across 5 patient segments, multi-channel plan across internal and external touchpoints.

Managed technical integration planning for app store analytics, Epic MyChart customization, and consumer identity architecture, while coordinating parallel video production and legal review.

Role: Sr. Technical Project Manager · Digital agency (client: hospital network) · Mar–Nov 2025

05 / Outcome

Shipped on the May 28th app store deadline despite the 3.7x scope growth, with formal governance (RACI, weekly reporting) holding 20+ stakeholders across two organizations aligned the whole way. The LLM governance work landed alongside it — usage policy, security, and operational workflow agreed before the content team scaled its use.

STAKEHOLDER RACI — DIAGRAM

FIG 02 — 20+ stakeholders, one RACI, two organizations.

06 / What I would do differently

The $205K → $750K growth wasn’t a surprise in hindsight — it was scope that should have been priced in from the first discovery conversation. I’d push harder up front for a phased SOW instead of absorbing the delta mid-project.

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