Cavanaugh Consulting Group

Andrew Friede, MD, MPH

Andrew Friede, MD, MPH, Principal

Summary:

Andrew Friede has worked at the intersection of business, medicine, public health, analytics, and information systems for 30 years. His core strength is leading complex and complicated groups to consensus by discovering and elaborating shared interests, and driving actions. He has written strategic plans that are in daily use (not shelfware), and that have served as models for other organizations. He is an experienced firefighter and turnaround expert who has managed physicians, scientists, and IT and programmatic staff. For the past 10 years, he was VP and CMO at SRA (including 5 years at an acquired firm, Constella Group), a $1.8B government contracting firm, where he was responsible for the scientific excellence of services, program management, M&A, strategic planning, and business development. Prior to SRA, he was at Cerner for 5 years, where he developed new business, designed expert systems and surveillance systems, and helped clients develop research programs and implement HIPAA plans. He began his career at CDC, first working for 3 years as a research epidemiologist, and then spent 10 years developing CDC’s first large-scale online database and communications systems.

Experience:

  • SRA International, Inc., Vice President and Chief Medical Officer         2007-2012

SRA International, Inc. (www.SRA.com) is a $1.7B, 7,000-person consulting firm that provides technical and program management services to the government and the private sector.  The Health Group ($250M; 1,200 staff) delivers services in epidemiology and biostatics, bioinformatics, systems analysis, informatics and IT, program management, peer review program management, CRO, and health communications.  Government clients include NIH, CDC, FDA, ACF, HRSA, VA, and DoD/Health Affairs; private sector clients include healthcare providers and pharmaceutical and device firms.

  • Served as an internal technical expert and external thought leader in medical informatics and Electronic Health Records, including speaking on EHRs at CDC this year and authoring a book chapter for a textbook on surveillance
  • Assumed the management of a $20M rev. /150 staff division that included three businesses: Select Agent and Laboratory Systems, 1-800-CDC-INFO, and Health Communications; got them back on course and profitable, and returned them to new management. This work was done for a period of 18 months (in addition to other duties).
  • Took over especially complex and/or troubled individual projects (including studies for NIH and the VA), and ensured their completion
  • Created and updated the Health Group’s Strategic Plan, a 100-page document that did not “sit on a shelf” but became a working bible, guiding day-to-day decisions on internal investments (such as strategic hires, acquisitions, and system development where SRA went at risk)
  • This Plan pointed towards SRA developing a new line of business at CMS, culminating in SRA winning HIGLAS, a $90M new contract (IBM was the incumbent); and promoting VA as an area of focus
  • Developed a strategic plan specifically for the VA program; that plan called for new investment and more strategic bidding practices, which led to new IT business
  • Identified M&A needs and identified five targets, via close collaboration with business executives across SRA, environmental scanning, financial analysis, and working with industry leaders, investment bankers, and owners of target firms
  • Led the due diligence of five candidate acquisitions, working with large teams of business leaders, financial analysts, subject matter experts, and legal staff; and identified and analyzed the viability of two candidate mergers (they would have been mergers at the Health Sector level)
  • Led multi-disciplinary capture teams (and personally participated) in every element of the business development life-cycle, including opportunity identification, relationship development, qualification, capture, proposal writing, complex pricing (both Fixed Fee and T&M), and responding to post-submission inquiries
  • Led the successful capture of programs in surveillance and laboratory systems, clinical trials and clinical research, public call centers and emergency triage centers for health professionals, health communications, and the full range of IT informatics/bioinformatics services
  • These activities led to many individual wins in the tens of millions, and IDIQ contract vehicles in the billions, including CDC CIMS ($4B ceiling) and FDA ELMS ($2B ceiling)

 

  • Constella Group, LLC,  Vice President for Health Affairs                        2002-2007

Constella was a $180M 1,200-person consulting firm focused on health that was acquired by SRA in 2007. It primarily served the government market, and did CRO work for the pharmaceutical and device industries.

  • Led business development for CDC, NIH, DoD, and other government health agencies and selected countries abroad (India in particular); chaired the firm’s Business Development Roundtable, which included representatives from every line of business; set and met ambitious goals for cross-business bids and wins
  • Led the conceptualization, staffing, and winning of a $20M five-year contract to inspect laboratories all US, to ascertain their proper handling for Select Agents (the ~70 biological terror agents that CDC and USDA are required to monitor); this work led directly to a new contract to ascertain the risk of SARS among passengers arriving at US airports ($6M; CDC); and associated risk communications work for the California State Public Health Laboratories ($1M)
  • Collaborated as a senior member of the team that won a $42M contract in 2005 with NIEHS to carry out clinical trials
  • Led the winning of a $5M contract in 2005 with CDC to engage hospitals around the US to transmit clinical data to CDC under the BioSense program; this led to winning of a $6.5M contract to analyze those data in 2006
  • Extended Constella’s peer review business into important new clients ($2.5M, CDC and the Foundation for the NIH, funded by the Gates Foundation); helped foster the growth of programs in vaccine surveillance for smallpox ($1.5M, CDC and FDA) and detection of anthrax ($3.5 M, CDC); and conceptualized and successfully sold projects related to clinical information systems (NIH Clinical Center, $0.5M, but funds later lost), quality assurance for information systems related to infectious diseases ($1.8M, CDC), the PolyPill ($0.2M, CDC), which resulted in a publication, chronic disease prevention programs ($0.5M, CDC), and a evaluation of CDC’s international training programs in epidemiology and public health ($0.5M). The international work was expanded in 2006 to include a major management analysis of CDC’s overseas training programs ($2M).
  • Managed the client relationship for business development team that won, with Pearson (now Vangent) as prime, a new contract to manage the CDC’s Consumer Response Services Program, including consolidating all hotlines ($75M total value, $17M to Constella); and a re-win of the CDC’s Vaccine Adverse Events Reporting System ($15M)

 

  • Cerner Corporation, Physician Executive                                                       1997-2002
    • Led the design of HealthSentry and FirstSentry, Cerner’s new offerings in the public health and bioterrorism space. The first implementation linked data from 23 laboratories in Kansas City to the Kansas City Health Department, with nightly feeds that produce reports, tables, graphs, and maps; detection of various diseases improved 25-50%.
    • Guided clients in winning research grants from AHRQ and Robert Wood Johnson totaling $2.2M to evaluate the effectiveness of medical decision-support systems; this includes designing protocols, reviewing their data, and helping them to obtain research funding from government and foundations
    • Designed a research system to help integrate dozens of radiology databases at the National Institutes of Health Clinical Center (designed, sold, performed $500K consultancy)
    • Created the medical content and decision rules for four new medical decision-support systems (heart failure, hospital acquired pneumonia, nosocomial pneumonia, pressure ulcers), each containing dozens of rules; they were all immediately put into wide use
    • Played a key role in several multi-million dollar information systems sales to hospitals
    • Advised Cerner clients on security and confidentiality, including helping to form and lead new confidentiality committees
    • Advised a Cerner client on the design of a new information system for a new cancer research laboratory
    • Collaborated on systems implementations at several Cerner sites, including working with physicians and information systems specialists on system design
    • Co-authored the Institute of Medicine book-length report Networking Health, on the role of the Internet in healthcare

 

  • Centers for Disease Control and Prevention, Assistant Director of Science, Branch Chief, Medical Epidemiologist                                                        1984-1997
    • Advised the director of the Public Health Practices Program Office, CDC on all scientific and strategic issues, including laboratory improvement, training, and the organization of state and local public health departments; evaluated 13 state-based immunization registries
    • Designed and led the development of a series of multi-million record databases and communications at CDC (CDC WONDER); this system migrated from the mainframe to a client-server and then Internet-based platform, and has had tens of thousands of unique users; responsibilities included leading a staff of 45 (budget $3M per year) in the full development cycle: requirements analysis; project and budget planning; establishing and managing software and hardware contracts; hardware; staff recruitment, training, and supervision; and ensuring support, documentation, and user training
    • Served in many scientific advisory boards and panels for government and private organizations, including the National Library of Medicine, the Institute of Medicine, and the American College of Preventive Medicine
    • Served as a principal in major CDC project to develop a national information network for public health (CDC INPHO); roles included collaborating in garnering institutional support, presenting ideas to members of Congress, project definition and strategic planning, and working with partners in private foundations, academia and state and local health department; co-authored $5.2M grant from the Woodruff Foundation
    • Led five editors in the development of The CDC Prevention Guidelines Handbook, a major new text published by Williams and Wilkins in 1997
    • Collaborated on design, development, oversight, and internal and external marketing of CDC’s outstanding information and communications environment, which includes a highly integrated network that extends from Anchorage to Atlanta (and to many countries in Asia and Africa); computing services provided by a very large mainframe, 250 LANs, and 10,000 desktop workstations; the wide availability of video teleconferencing; and a model administrative management system that has been replicated in many government agencies
    • Chaired the committee that prepared the specifications for CDC’s laboratory information system
    • Served as a co-investigator on an Emory University initiative to help control TB in Atlanta, funded through a Robert Wood Johnson Foundation grant of $1.2M
    • Co‑authored Emory University’s IAIMS planning grant application
    • Served as a delegate to the US Mission on the G-7, in the area of Health Informatics, focusing on Global Health Networks and Telemedicine
    • As a consultant to the World Bank and the Ministry of Health, China, designed a new national health statistics system (in 1990), and wrote the contracts for new equipment, training, and staffing
    • Conducted epidemiologic studies on infant mortality and morbidity (including first studies to use log-hazards analysis in this field); teenage pregnancy; maternal mortality and morbidity; the relationship between environmental toxins and leukemia and poor reproductive outcomes; bicycle injuries; malnutrition and short stature; hepatitis B exposure among Asian adoptees and their new families
    • Served as a consultant to United Nations, making five trips to Madagascar (1986-89) to write a $750,000 contract for the provision of Maternal and Child Health Services for the country; and designed and installed a management-oriented epidemiologic data collection system to monitor the impact of the project.  This was the first time family planning services were made available in Madagascar (five previous missions had failed to reach agreement with the government); all work conducted in French.

Education and Professional Affiliations:

  • Epidemic Intelligence Service Fellowship, Centers for Disease Control (1984-1986)
  • Preventive Medicine Residency, Harvard School of Public Health (1982-1984)
  • MPH, Harvard School of Public Health (1984)
  • Pediatric Internship, Children’s Hospital of Pittsburgh (1981-1982)
  • MD, Johns Hopkins University School of Medicine (1981)
  • BA, Summa Cum Laude, University of Kansas (1977)

___________________

  • Elected Fellow, American College of Medical Informatics (2001)
  • Board Certified, General Preventive Medicine (1986)

Publications

  • Bibliography of 40 publications available on request

Contact:

1250 Tynecastle Way, Atlanta, GA 30350

Telephone: (260) 577-2266

email:  AndrewFriede@CavanaughConsulting.org