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Rod Christensen

Regional Director of Client Services at Kailo Healthcare Technologies

Work experience

Jun 2014Present

Director of Client Services


Leader of operations and customer relationships, responsible for full spectrum delivery of technology managed services and for business development within existing clients.

Created new product offering focused on the healthcare customer with Epic specialty team. Strategically staffed team to support a very complex customer with a varied product mix.

Transitioned support team from a difficult vendor situation onto the new Kailo team. Increased productivity and reduced expenses ($120,000) during first 3 months. Customer Satisfaction scores averaged 4.8 (of 5.0) and all Service Level Agreements were exceeded.

Identified new revenue streams within existing accounts accounting for an increase of 30% of existing business.

Leveraged consultative business relationships to identify and close new revenue opportunities within existing accounts accounting for an increase of 30% of existing business.

Manage the engagement progress and quality of service; facilitate escalations with the customer and within account teams. 

Frequently engage with senior and C-level customers to foster long term relationships.

Develop strategic and tactical plans for service improvement, product creation and business execution. 

Mentor and coach delivery teams; lead the recruitment and staffing process; actively participate in retention activities; function as senior leader of account team.

Mar 2013Jun 2014

Site Executive

Siemens Health Services

Chief leader responsible for technology delivery at Caldwell UNC Health Care, a 110 bed community hospital with a network of 22 owned multi specialty physician practices.

Staff Leadership – Responsible for strategic and operational leadership of technology staff; accountable for matrixed resources (US and India) assigned to deliver services at Caldwell. Execute regular performance activities, coaching for daily improvement and mentoring for growth. Team members consistently provide feedback that they are empowered and equipped to execute against aggressive goals. Coached team to focus on delivery targets and customer relationships.

Project Delivery – Directs governance processes driving project prioritization and scheduling. Manages project portfolio with focus on operational and strategic goals. Engage hospital and system leaders for prioritization and funding approvals.  Identify and execute value opportunities through cross functional mapping events.

Financial Management – Create and manage the IT capital & operational budgets ($6 mil). Accountable for delivering reports of performance against forecast; variance identification. Provides vendor management and contract administration. Manage payables for IT equipment, contracts and services.

Relationship Management – Built bridges to hospital leadership and caregivers, resulting in an understanding of technology needs and improved alignment with goals. Highest priority given to customer service.

Operational Management – Created and delivers governance processes for prioritization and work throughput. Responsible for compliance to Service Management disciplines including Change and Incident Management. Responsible for delivery to measured SLA’s and remediation of any gaps. SLA reports and operational scorecards are presented to hospital leadership regularly

Feb 2011Mar 2013

Manager-Application Delivery Services


Directed technology teams supporting a portfolio of more than 200 corporate facing applications and an applications development group at Novant Health, an integrated delivery system.

Operational Management – Led staff to meet operational and project goals and to maintain systems availability. Set direction for team in terms of service delivery and compliance to corporate policies. Accountable for team strategy, daily direction, individual performance management and enforcement of corporate policies. Guided team through periods of organizational change.

Financial Management – Created and managed IT capital & operating budget for assigned areas ($1.6 mil). Negotiated and managed vendor contracts for applications and services.

Strategic Management – Directed resource allocations for staff operational and project responsibility. Critical input process to budget and governance processes. Devised long term plans to increase team scope.

Relationship Management – Maintained trusted relationship with business leaders to the corporate executive level. Created productive relationships with vendors; leveraging where needed to drive increased delivery and reduced costs.

Project Management – Oversaw significant project involvement. Coordinated the assignment of project resources and was accountable for delivery.

Feb 2010Feb 2010

Service Delivery Manager


Led Technology Delivery at Portneuf Medical Center. Built trusted relationships with clinical and administrative leaders to engender confidence in the Anthelio service offering. Directed implementation of enterprise projects; including McKesson’s Paragon product.

Staff Management – Led matrixed and site based staff to meet aggressive goals driven by business demand and client direction. Coached team to focus on delivery targets and customer relationships. Championed change and managed delivery of new requirements.

Service Level Management – Communicated progress and managed compliance to Service Level Agreements. Presented SLA reports to client. Guided Anthelio team to remediate areas of non-compliance.

Project Management – Directed an extensive portfolio of projects, balancing business demands with corporate executive direction. Coordinated across departments for requirements definition, design, testing, training plans, technology and support strategies. A significant volume of projects were focused on the McKesson Paragon implementation, successfully completed in May 2010. 

Financial Management – Provided oversight & coordination of IT capital & operating budget. Led expenditure review to reduce unneeded spend. 

Relationship Management – Built bridges to hospital leadership and caregivers, driving quality improvement and exposing additional services opportunities.


Jan 2008Feb 2010

Technology Leader


Information Technology Relationship Manager / Change Manager

Relationship Management – Fostered relationships with hospital leadership, physicians and nursing to drive service quality improvement and to recognize cost savings based on synergies. Leveraged IT leadership to guide focus on critical opportunities in the environment. Collaborated with internal departments to research customer problems and questions.  Technology liaison to satisfy all customer business needs.  Responsible for ensuring engaged and satisfied customer. Assured collaboration between teams internal to technology to avoid gaps in support to the business.

Change Management – Created and communicated Change Management standards to the IT organization. Guided development of change communication processes to the business customer. Led regular change meetings (CAB) to assure appropriate handling of technology events. Engaged technology leaders and staff in process by selling the benefits.Verified compliance to the Change Management process and remediated exceptions.

Problem Management – Facilitated communication between technical teams and users during critical service interruptions. Insured adequate focus directed to recovery of incidents and improved availability by understanding of root cause.

Project Management – Led improvement efforts as related to the business operating region with a goal of improving patient care and enhancing efficiencies within work groups, between clinical teams and technology and within the technology organization.

Jul 2000Jan 2008

Operations Leader -Change Management


Release Management Operations Lead – Change Management/Availability Management

Created team responsible maintaining compliance to Federally mandated standards. Developed and communicated previously unknown process for compliance and controls testing. Authorized implementation of software and hardware changes in a complex technology environment. Engaged with leaders from across the bank and external regulators to communicate goals, processes and expectations.

Root Cause Specialist - Availability Management

Executed processes to determine cause of technology problems affecting banking operations. Responsible for development and implementation of remediation plans. Accountable for communication with business customer from many organizational levels to understand impact and present plans for preventing future problems. Guided response to critical technology incidents to assure most prompt recovery of business services. Led business partners to improve tools and products to best support systems availability.



High Point University



Personal Summary

A strategic client focused leader in the healthcare technology services organization, with relationship skill, service delivery expertise and a broad knowledge of the healthcare business. A seasoned director with a keen eye to governance, capable of aligning technology to drive value for the business. Known as an ethical leader focused on delivering exceptional results.