# Scaling Technology & Operations Scaling a technology organization in healthcare isn't just about headcount and tooling — it's about building the infrastructure, process maturity, and cultural foundation that will support a company's next order of magnitude of growth. Done well, it creates compounding returns. Done poorly, it becomes the thing that limits what's otherwise possible. Scott's leadership experience spans technology and operations roles — CIO, CTO, and COO — across growth-stage to multi-billion-dollar healthcare companies, with teams up to 200+ and annual budgets up to $150M. ## Selected Enterprise Wins - **Built a new IT department and complete technology infrastructure from the ground up** to support a $2B payer spin-out — including leadership staff, data center, data warehouse, network and communications infrastructure, business systems, customer support, web portals, information security, and disaster recovery. Delivered on-time and under-budget, with no negative user impact — a rarity for a program of this complexity. - **Membership grew 35% over four years**, driven by a portfolio of new products and services requiring significant, sustained technology investment and support. - **Directed a full technology build-out and headquarters relocation** for an organization of 1,000 staff across four internal call centers and four project phases. Judged "seamless" by the Board and completed on-time and under-budget. - **Established the organization's first formal IT project frameworks**, software development methodologies, and maturity models — moving the organization to consistent use of business requirements and standard project management for the first time in its history. These frameworks became models used across the enterprise. - **Maintained positive IT budget variances for 6 consecutive years.** Two independent external firms benchmarked the IT organization within the **25th percentile for expenses/value** compared to similar U.S. health plans. - Routinely called upon for **outside leadership roles ranging from strategic planning to enterprise-wide business process redesign** — including the creation and management of a cross-functional Business Performance Team. ## Selected Growth-Stage Wins - **Delivered new core product releases and significant product updates after a 2-year release hiatus** — restoring client and internal confidence in the engineering organization's ability to execute. Implemented the leadership, tools, and processes needed to sustain momentum. - **Built the organizational infrastructure for a successful Series A**: strong PMO, client implementation playbook, formal customer support model, product release maturity, and strategic platform expansion into phone, video, and service extension offerings. - **Doubled the team while sustaining culture and improving morale.** Identified, promoted, and mentored key internal leaders. Built an environment of continuous learning, mutual respect, and shared accountability. - Led the **technical wind-down of a healthcare venture** at the request of its Board — on short notice and with particular attention to healthcare data security, archival, and compliance requirements. - Transformed a local mobile services business into an authentic product company with **accelerating sales growth, compelling products, maturing operations**, and a go-to-market strategy that earned the trust of marquee customers. > [!tip] Contact Scott > > [email](mailto:[email protected]) > >[linkedin](https://www.linkedin.com/in/scottbooher/)