John Kilfoil
John Kilfoil

IT Strategy and Transformation Expert

John Kilfoil has over 28 years of managerial and professional software engineering expertise with extensive experience across numerous industries, including major pharmaceutical and healthcare companies.  Mr. Kilfoil formerly served as VP of a large healthcare organization, has restructured healthcare organizational processes using reengineering, and is an expert practitioner of theory-of- constraint methodologies for eliminating efficiency impediments.

John has also managed, led and worked on a large number of commercial software development and systems consulting and integration projects. Mr. Kilfoil’s accomplishments include:

  • Assisted a major financial services firm in developing an IT current state assessment and future state roadmap for a Vice-Chair-level policy committee meeting presentation.  Led a track conducting a flexible staffing assessment; work products included a current state assessment, future state recommendations and roadmap, gap analysis and SWOT assessment. Assisted in the facilitation of an IT process capability, maturity and desired state workshop.
  • Developed an IT sourcing strategy for a large retailer.  Work included the development of a sourcing strategy framework; design of an IT sourcing strategy covering the company’s application portfolio, IT functions and roles; an IT value/technology lifecycle-based sourcing decision model; and, creation of an IT sourcing strategy executive workshop.  Also acted as a subject matter advisor during the design of the organization’s sourcing process design.
  • Led an IT QuickScan assessment engagement at a large cellular phone manufacturer as part of an IT Cost Takeout initiative.  Study included a detailed analysis of the company’s North American IT organization (US, Mexico and Brazil), including current state assessment and the design of the future state.  Recommendations included four major initiatives: a sixty-day tactical plan to address key issues uncovered during the assessment; a detailed plan to transition support of a large ERP implementation from Delivery to Support; four strategic sourcing options for staffing the Support organization, including alternate staffing models involving resources from Mexico, Brazil, India and China; and, a high-level roadmap for managing IT as business.
  • Assisted a major financial services firm develop an offshore development capability.  Work included sourcing strategy validation, a readiness assessment of the company’s software development process for offshore development (current state) and the development of a new software development lifecycle for offshore projects (future state).  Work also included the establishment and implementation of a technical offshore program management (OPM) office to oversee offshore development projects.  OPM design included RFP process, vendor selection decision model and an outsourcing decision model for selecting, vetting and prioritizing offshore development and maintenance projects.

 

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