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Author Bio

Tim Zoph

Tim joined Impact Advisors as Client Executive and Strategist engaging leading healthcare providers in technology strategy and digital health. He also serves as an advisor to the Health Catalyst leadership team. He has served as Senior Vice President and CIO for Northwestern Medicine for over 20 years. In Tim's tenure, Northwestern Medicine advanced to a $5B integrated academic health system and is a recognized leader in quality, education and technology. In addition to his CIO role, Tim had management responsibility for the Facility Design and Construction team and Enterprise Project Management Office. He had oversight for designing, building and activating over $1B of new facility projects. Tim earned graduate business degrees from the Kellogg School of Business at Northwestern University and the McDonough School of Business at Georgetown University. He completed his undergraduate degree at the University of Utah. Through Tim’s technology leadership, Northwestern Memorial Hospital has been awarded one of the 100 Most Wired Hospitals for 12 years. In December 2012, he received the Legacy Award from the Board of Trustees of the College of Healthcare Information Management Executives (CHIME) for his decade of commitment to training over 875 emerging technology leaders as Program Director and Faculty of the CIO Bootcamp. Tim is the recipient the John Gall CIO of the Year award co-sponsored by the Healthcare Information Management Systems Society (HIMSS) and CHIME in 2003. He was named the 2008 CIO of the Year by the Executives’ Club of Chicago along with the Association of Information Technology Professionals. Tim has served on the Board of Trustees for the Chicago Academy of Sciences and its Notebaert Museum. He is a member of the Economic Club of Chicago. Tim and his wife Jodi have been married 26 years and have one son Barret. Tim is a coach and cyclist with the VisionQuest Coaching Team.

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Tim Zoph
Dale Sanders

Critical Healthcare M&A Strategies: A Data-driven Approach

Historically technology and talent were primary assets used to weigh the value of M&A activity, but data is an equal pillar. Buyers (the acquiring organizations) face enormous responsibility and risk with M&A transactions. C-suite leaders have a lot to consider—enterprise-wide technology, finances, operations, facilities, talent, processes, workflows, etc.—during the due diligence process. But attention is often heavily weighted toward time-honored balance sheet and facility assets rather than next-generation assets with the long-term strategic value in the M&A process: data. The model for conducting due diligence around data involves four disciplines:

Establish the strategic objectives of the M&A with the leadership team.
Prioritize data along with the standardization of solutions and the design of a new IT organization (i.e., a co-equal effort for data, tools, and talent).
Identify the near-term data strategic priorities, stakeholders, and tools.
Assess the talent and consider creating an analytics center of excellence (ACOE) to harness organizational capabilities.

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