Learn more about Dan LeSueur

Author Bio

Dan LeSueur

Dan has been developing and implementing the core products and services of Health Catalyst since February of 2011. He started as a data architect, moved into a technical director role and is now a Senior Vice President of Professional Services. Prior to joining Health Catalyst, Dan owned and operated a management consultancy for five years that assisted ambulatory practices in the implementation of electronic health records and data-driven management methodologies. In this venture he served as data architect, business-intelligence developer, and strategic advisor to physicians and practice owners in the strategic management and growth of their practices. Dan holds Master’s degrees in Business Administration and Health-Sector Management from Arizona State University and a Bachelor of Arts degree in Economics from Brigham Young University.

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Dan LeSueur

How to Run Your Healthcare Analytics Operation Like a Business

A robust data analytics operation is necessary for healthcare systems’ survival. Just like any business, the analytics enterprise needs to be well managed using the principles of successful business operations.
This article walks through how to run an analytics operation like a business using the following five-question framework:

Who does the analytics team serve and what are those customers trying to do?
What services does the analytics team provide to help customers accomplish their goals?
How does the analytics team know they’re doing a great job and how do they communicate that effectively to the leadership team?
What is the most efficient way to provide analytics services?
What is the most effective way to organize?

Dan LeSueur

Governance in Healthcare: Leadership for Successful Improvement

Successful outcomes improvement in healthcare requires strong leadership to make decisions, allocate resources, and prioritize initiatives. For improvement to succeed and endure, health systems can’t leave any part of leadership to chance. Instead, effective governance requires thoughtful, deliberate development. Otherwise, improvement initiatives stall or fail to launch, as stakeholders debate goals and strategies. To succeed, governance structure must be solid enough to withstand any challenges to improvement initiatives—from resource constraints to skeptics.
Effective governance in healthcare operates with four guiding principles:

Engage the right stakeholders.
Establish a shared understanding of objectives.
Align incentives and rules of engagement.
Practice disciplined prioritization.

Dan LeSueur

When Choosing Agile or Waterfall Development for Healthcare, Take a Pragmatic Approach

IT project development usually proceeds down one of two development paths: Agile or Waterfall. But those involved with developing process improvement and project management understand that taking a more pragmatic approach is required when determining which path is best. It’s not a single-path environment where Agile has replaced Waterfall, nor is Waterfall the one-and-only legacy option. Depending on the project, both may be viable at different points along the timeline. The speed to value of Agile is attractive to organizations seeking quicker returns on the work in progress. It also minimizes documentation. Waterfall is valuable when risks must be minimized and when the development path and end product are familiar. Sometimes, a blending of Agile and Waterfall is appropriate for different stages in the development process. Ultimately, organizations should remain open regarding both approaches and apply the one that will work best for any given circumstance.

Dan LeSueur

5 Reasons Healthcare Data Is Unique and Difficult to Measure

Healthcare data is not linear. It is a complex, diverse beast unlike the data of any other industry. There are five ways in particular that make healthcare data unique: 1. Much of the data is in multiple places. 2. The data is structured and unstructured. 3. It has inconsistent and variable definitions; evidence-based practice and new research is coming out every day. 4. The data is complex. 5. Changing regulatory requirements. The answer for this unpredictability and complexity is the agility of a Late-Binding™ Data Warehouse.

Dan LeSueur

Texas Children’s Hospital Uses Healthcare Data Warehouse as an Alternative to EHR Reports

One of my clients, Texas Children’s Hospital, recently made tremendous strides in this data-driven journey. Getting data from their EHR in a timely fashion was difficult, time consuming and resource intensive. Now, with the proper tools in place, namely a healthcare enterprise data warehouse, a suite of healthcare analytics applications and a process for information deployment, they have shifted the cost curve to drastically increase the availability and usability of information.T CH used their healthcare enterprise data warehouse (EDW) to meet demands for EHR
data and reports, and slashed their reporting costs by 67%.