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Work experience


Executive Consultant                                                                                  2006 - Present 

Transition and implementation management from McKesson, GE, or Siemens to Epic.  PMO and Change Leadership development.  CIO strategic and tactical work including crisis management and interim management (community and academic).  Assess, Prescribe and Implement solutions in single or multi entity environments.  Major engagements:

St. Joseph’s Health System – Patterson, NJ                                                                                    3/2013 – 9/2013

Moderate multi-hospital system with 3 hospitals, 35+ ambulatory sites, 6,000 employees serving northern New Jersey.  This organization provides residency programs for 5 affiliated academic institutions.  Primary responsibility is to function as interim VP/CIO while providing turnaround services to IT organization.

  • Introduce vision built around Soarian product from Siemens and optimize application portfolio.
  • Establish PMO, change management & productivity improvements.
  • Establish fiscal management standards.
  • Review FTE and staffing levels to achieve appropriate project commitments. Focus CPOE & Financials

Inova Health System – Washington, D.C. Metro                                                  6/2011 – 12/2012

Large multi-hospital health system with 5 hospitals, 70+ ambulatory sites, 16,000 employees serving northern Virginia.  Main Fairfax campus contained a translational medicine research institute, academic medical teaching environment and VCU school of pharmacy.  A new partnership with Aetna for managed care focused on health improvement.

  • Functioned as the Sr. Leadership Consultant to the CIO. Implemented several performance improvement initiatives for IT department operations.  Advised on Epic as requested.
  • Direct responsibility for the hospital legacy and production operations while organization transitioned to Epic.  Maintained interaction with each of the hospital presidents and physician staff. 
  • Completed CPOE and other major implementations.

CSI Tech Healthcare IT – Jacksonville, FL                                                              1/2011 - 5/2011

Small 100M staff augmentation firm with specialties in Epic, Cerner and McKesson.  Firm primarily provides staff to larger implementation and consulting firms with desire to own their own consultancy.

  • Recruited as Epic Executive Advisor to provide guidance in the establishment of an advisory and implementation practice utilizing key new hires in the Epic space. Prepared Duke Univ. response and proposal in support of the Epic practice.

University of Mississippi Medical Center – Jackson, MS                                           2009-2010

The only academic medical teaching institution in Mississippi.  4 hospitals, 770 beds, 450 physican practice plan, 12,000 employees.  Major turnaround of a historically decentralized IT environment to a centralized model serving Education, Healthcare and Research.  Manage budget of $90M in operating, $126M in capital, and 300+ personnel.

  • Began in the summer of 2009 as interim COO of IT and asked to remain and develop the Epic implementation plan for the university.  Supported Epic contract negotiations, charter, recruitment and hospital readiness preparation.
  • Brought in team to focus on stabilization of Seimens revenue cycle management and increased billing by 70%.
  • Stabilized SAP student registration environment in conjunction with Univ of MS main campus.
  • Re - Implemented Lawson HR, Materials Mgmt, and General Financials
  • Supported Stockamp in the implementation of improved patient flow.
  • While at UMMC, negotiated the Epic contract, laid out a program charter, implementation plan, and established a transition plan for both staff & legacy systems all in support of an Epic Enterprise implementation.
  • Centralized disparate IT organizations in academic and community medical centers while maintaining positive customer feedback and improving service outcomes

Southern Regional Healthcare System – Atlanta, GA                                                   2007-2008 Medium sized cash strapped community hospital serving Clayton county south Atlanta market.  Built a second healthplex in southern part of county in attempt to survive fiscal pressures. 

  • Functioned as interim VP & CIO and formalized project management to guide the implementation of several projects including overall imaging strategy.
  • Secured outreach to physician offices using Medicity (Novo). 
  • Implemented several McKesson Horizon modules and upgraded STAR
  • Implemented Project & Portfolio management software.         
Jan 1997Mar 2006

Corporate VP & CIO

Held responsibility for providing visionary and strategic leadership through performance improvement, ensuring investment in information technology played vital role in achieving business objectives.Ensured proactive direction of senior management, anticipating information needs of all entities on short-term and long-term basis.Maximized return on investments through effective leadership, communication, and motivation, securing continual customer, user and Board satisfaction.

Managed budget of $33,000,000 in operating, $30,000,000 in capital, and 180 personnel + 80 indirect staff.

  • Gradually established more standardized operation, saving 37% over individual initiatives.
  • Improved reliability of statewide network to 99.995% on a consistent basis.
  • Raised customer satisfaction from 75% to 90% among end users.
  • Improved employee morale through education and other tools, maintaining turnover rate of 5% or less during tenure.
  • Initiated redesign and rollout of physician access network, 1500 doctors and 6000 office users in state.
  • Collaborated with legislature to change laws and establish plan to deliver electronic medical records; then delivered to physicians upon promise, achieving gold standard.
  • Created medical informatics group of physician leaders to evangelize long-term plan for CPOE and clinical systems.
  • Standardized order sets over hospitals to prepare for computerized physician order entry, replacing paper-based medical records and increasing capability for fully automated EMR.
  • Utilized methodology to accurately cost out and predict project resources, reducing implementation costs from a five to one ratio in 1997 to a 2.3 to one ratio in 2005.
  • Consolidated multiple disparate (best of breed) contracts into single eight-year all you can eat master agreement, generating substantial savings and benefits for IDN.
Mar 1994Feb 1996



Developed strategic vision, infrastructure, and implementation plan to allow changing organization to maximize asset utilization.Guided several Continuous Quality Improvementteams in cohesive, step building decisions toward common goals.Managed 60 professionals and $5,500,000 budget.

  • Developed education plan for senior management and Board, enabling evaluation of multiple vendors for long-term relationships, and methodology for influencing change in culture. 
  • Introduced office automation as a bridge to clinical system competency without risk to patients. 
  • Integrated acquisition and functioning of third hospital as LTACH within thirty day window.
Jul 1990Feb 1994



Established strategic vision for information systems in academic medical center, carrying institution through major facility growth and significant outpatient expansion. Coordinated community outreach programs, $4,000,000 budget for information systems, and laboratory budget of $14,000,000, including three managers, 42 professionals, one clinical manager, and 100 allied staff.

  • Inherited failing organization and successfully delivered on strategic plan along with rebuilding IT.
  • Integrated McKinsey and Company ‘core process redesign’ technique to affect change in difficult environments, including clinical laboratories and hospital. Sustained $2M/yr savings.
  • Pulled out 70 physicians from Emory Clinic and set up system to support practice plan.
Feb 1989Jun 1990

Director of Management Systems


Oversaw system integration and support for two-hospital setting.Managed applications ranging from clinical radiology, laboratory, pharmacy, and respiratory therapy to systems supporting finance, cost accounting, and registration.Held responsibility for 29 professionals and budget of $2,200,000.

Supported UNC resident program and NC AHEC education.

  • Leveraged contracts to extend existing use of systems to second facility with no additional cost.
  • Assisted in merging two hospital cultures by imbedding employees of acquired hospital within main hospital departments, working side by side with counterparts and learning then converting systems.
  • Completed detailed AR conversion with no increase in days outstanding.
Apr 1980Jan 1989

Director, Manufacturing Product Development


Served as senior executive for 75-person division, managing product line consisting of order entry, manufacturing requirements planning, master scheduling, cost accounting, logistics, and inventory control systems.

  • Introduced formalized project management and grew software production by nearly 500%.
  • Initiated a skunk works to rapidly meet challenge from competitor and beat them with a new product installation.
  • Utilized knowledge of software integration to execute multi-year plan, putting competition out of business.
  • Collaborated with team to execute software development project over several states, achieving extremely positive reception and number one success status in company.
  • Rewrote products and eliminated thousands of errors over multi-year development plan.
  • Utilized cost accounting product as corporation’s entrance into health care market in 1983.


Sep 1968Dec 1972


Scholarships and work put me through college, supervisor of all campus housing made me mature beyond my years during the Woodstock generation.


Poster Child for HC CIO's


  • American Medical Informatics Association, 1994 – Current
  • College of Healthcare Information Management Executives, 1992 – Current
  • Chief Information Officer Executive Council, 2005 - Current
  • Chief Information Officer Roundtable, 1997 - 2006
  • Health Information Management Systems Society, 1989 - Current
  • Leadership Louisville, 2003 – 2004
  • Louisville Ballet Board 1998 – 2002

Professional Summary

Since 1989, Mr. Barea has been a passionate information technology executive, with a solid business perspective and a knack for creativity. Introduced methodologies to drive change and achieve measurable outcomes. Net result has been significant quality improvement. Developed executive relationships with many vendors and secured significant savings by tight contracts, quality implementations and process improvement. Key expertise in the following:

Project Management & Methodology /People Development /Performance Improvement / Change Management /                         Customer Satisfaction / IT Strategies & Solutions / Contract Negotiation / Change Leadership / Standardization


Vendor Relationships
  EPIC, McKesson, Meditech, Cerner, Seimens, AGFA  
Fluent in Spanish

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