I love working with customers every day. As a Technical Solutions Engineer, I get to meet some interesting people and build relationships with them. We become a team, sharing triumphs, struggles, and even debates about which pizza topping is best (obviously, it's ham and pineapple).

My favorite memory as a Technical Solutions Engineer is working with our Unified Communications team to solve a complex, integrated issue with push notifications. We ended up flying to New York City in early 2020 to work with the customer and Apple to identify a workaround, design a fix, and get it released on a quick timeline. I had the opportunity to work with so many smart and helpful employees at Epic from the quality management, development, and implementation roles.

In engineering classes, I learned to think critically, recognize patterns, and use logic to solve problems. I use these skills every day, whether I’m helping a hospital improve workflows, solving technical problems, or even assisting our development teams with future planning. I really enjoy the variety in the day-to-day. There are infinite opportunities here to explore your existing passions or to find new ones.

My favorite part of my day-to-day is solving those impactful mysteries. It is so rewarding when healthcare organizations bring me a problem in their hospital, and I can help figure it out. I get to put together the puzzle pieces of system configuration, end user workflows, and training to try to get at the best solution to the problem. Epic is looking for smart people who have an inherent curiosity and are willing to learn.

Healthcare is burdened by costs. When we think of reform, one idea is to shift to a model that rewards positive patient outcomes. Healthy Planet is our tool to let customers track outcomes and reduce costs. As a leader of Healthy Planet, I’m dedicated to the success of our customers, because success in this area is a stepping stone toward a paradigm shift in our healthcare system.

If you can’t measure a patient’s experience, you can’t improve it. We need to analyze every step the patient takes, and that includes how they pay for services. We call that patient financial experience, and I develop data frameworks to help our customers better understand it. The reports I share are another tool for executives to sharpen their vision for the organization’s future.

Before becoming the group lead for the opioid management group, I was familiar with the opioid crisis because I had a customer in Oklahoma around the start of the outbreak. Since becoming the lead, I've become very passionate about stopping the opioid epidemic. It's a huge responsibility and I'm constantly asking myself, 'Are we doing enough to make sure we make an impact?' It's a lot of pulling the right people together and I'm lucky to work with a great team.

Surgery generates significant revenue for a hospital, but also incurs significant costs. A project I’m working on is using analytics to help reduce those costs. The functionality we developed informs providers how their use of disposable supplies, like scalpels, compares with other surgeons performing the same procedure. It enables the providers to be conscious of the amount and price of the supplies they use, which has so far resulted in savings of hundreds of thousands of dollars at one organization.