Cavanaugh Consulting Group

Scott Engelman


Scott Engelman is a principal at CCG. Prior to joining CCG, he was founder and Managing Consultant at Core Systemics Consulting, a management consulting firm specializing in technology-enabled organizational culture change. Prior to Core Systemics, he was a Senior Manager in Ernst & Young’s Healthcare IT Advisory practice, focused on the healthcare provider industry. Prior to Ernst & Young, Mr. Engelman was a Principal Consultant at CSCI, providing healthcare provider IT consulting services with a focus on system implementation strategies and change adoption strategies. Before CSCI, he was Associate Partner at IBM’s Global Business Services, directing the Global Healthcare IT Strategy Group. Before IBM, he was a Manager in Cap Gemini Ernst & Young’s (CGEY) healthcare consulting practice. Prior to CGEY, Mr. Engelman was a Manager of Ambulatory IT Services at University of Pittsburgh Medical Center.

Before embarking on a career in healthcare IT, Mr. Engelman was a trained and practiced Clinical Psychologist at Harmarville Rehabilitation Center in Pittsburgh, PA. Prior to Harmarville, he was a Psychotherapist at Providence Medical Center in Seattle, WA. Before Providence, he was a Psychotherapist in the Emergency Psychiatric Department of the University of Oregon Health Sciences Center.

With over 25 years of experience, Mr. Engelman provides executive-level leadership, strategic direction, operational management, and enterprise-wide transformation to hospitals, corporations, and governments. He directs change initiatives with diverse teams of IT and non-IT professionals. He has extensive experience directing large scale organizational change management, governance, application implementation, and technology management.


Executive Leadership (International and Domestic)

  • (South Korea) Project Executive – EHR Interoperability & Intraoperability project
    • Sponsored by Ministry of Health and Welfare for South Korea for 157 public sector healthcare facilities
    • Responsible for all phases of strategic and architectural planning for a nationwide EMR and EHR system
  • CIO (Interim) – Children’s Hospital
    • Stabilized the infrastructure, reorganized IT staffing, and transformed IT operations
    • Established a program and project management office
    • Created an IT governance structure
    • Launched the EMR project
  • (Singapore) Project Executive – Proof of Concept (POC) Electronic Health Record (EHR)
    • Led a multinational, multi-vendor team of 50+ professionals
    • Demonstrated the POC by successfully migrating and mapping of 3.5 million disparate Singaporean patient records into a single EHR
  • Healthcare IT Strategy Practice Leader – Global Technology Firm
    • Managed as many as 25 ex-CIOs, IT directors, clinicians, and healthcare subject matter experts in an international practice focused on Electronic Medical Record (EMR) planning and implementation
    • Led technology consultants, architects, engineers, and technicians in IT strategic planning, assessments, transformations, and optimizations
  • CIO (Interim) – Regional Medical Center
    • Implemented new ancillary applications
    • Mentored newly promoted CIO, created new organizational structure, and formed IT governance council
    • Developed IT budget management process, renegotiated vendor contracts, and reengineered invoicing approval process
  • Associate CIO – Seven Hospital, Metropolitan Healthcare Delivery Network
    • Implemented and led an IT budget management process for all capital and operational expenditures
    • Managed the consolidation of two data centers into one
  • EPIC Project Dirctor – Project Launch – Community Hospital (400 bed)
    • Initiated EMR project
    • Provided cost estimating for total cost of ownership for 5 years
    • Created staffing model and project plan

Financial Management

  • IS Controller (Interim) – Urban Hospital System
    • Established the processes and procedures for contractual negotiations and invoice payments for all IS purchases (hardware, software, services)
    • Guided the fiscal budgeting process for enterprise-wide IS transformation initiative
    • Implemented an application portfolio management system
    • Led EMR capacity planning and contractual negotiations
    • Saved $350k in billing errors while reducing $2M invoice accrual backlog
  • IS Controller (Interim) Children’s Hospital
    • Produced $1.5M in savings and cost avoidance
    • Reduced invoice processing time by 50%
    • Led a $50M budget planning process
    • Conducted contractual negotiations for EMR purchases and implementation

System Implementation

  • Managed the planning and start-up of an EMR implementation for acquired physician practices by a pediatric medical center
  • Conducted business development for healthcare industry sales team focusing on infrastructure services for the provider IT environment
  • Led a “Stark Relaxation Law” EMR feasibility study for metropolitan pediatric hospital
  • Established an IT governance program for a regional hospital with a process for project prioritization
  • Managed a team of professionals in implementing a centralized Physician Credentialing application for 75 hospitals
  • Led the technological implementation of a patient management system for an academic medical center
  • Responsible for a team of consultants and vendors in designing and implementing an appointment scheduling module for a four hospital delivery system
  • Implemented a Level 1 trauma center patient tracking system and led the workflow process redesign 

Strategic Planning

  • Performed a health information system (HIS) vendor risk assessment of five major vendors evaluating financial, strategic, culture, and merger/acquisition factors
  • Guided an IT department in the development and approval of a $51 million budget
  • Conducted a telecommunication vendor risk assessment of two global communications corporations

Program and Project Management

  • Created and managed a PMO for a Fortune 100 biotech manufacturer
  • Implemented project management software for a major Wall Street financial services firm
  • Belonged to a “Big Four” consulting firm’s program management Center of Excellence team

Process Improvement

  • Led a Patient Safety and Risk Management reporting project for 115 hospitals
  • Conducted a process transformation feasibility study in Workers Compensation for a multi-hospital organization
  • Developed a financial workflow process redesign resulting in $34M in efficiencies and cost reductions
  • Reduced IT spending for a global manufacturing corporation by $130m through contract renegotiations, consolidations, and operational efficiencies.

Human Behavioral Service

  • Provided neuro-cognitive psychological assessment, individual, group and family psychotherapy, and computerized psychological testing for a general physical rehabilitation population.
  • Provided psychological assessment, crisis intervention, and individual, group, and family psychotherapy for a general hospital’s adult psychiatric inpatient service.
  • Provided psychological crisis intervention and short-term psychotherapy for an emergency psychiatric medicine department of an academic medical center.
  • Provided adolescent psychological services and psychotherapy for a community mental health facility.

Memberships and Presentations:

  • Memberships
    • Health Information Management Systems Society (HIMSS)
  • Presentations
    • Webinar: “12 Myths about Organizational Change Management That Undermine Projects”
    • Webinar: “Strategies to Lower Healthcare IT Costs”
    • Publication: “Bicycle or 18-Wheeler: What Kind of IT Department Are You Paying for?”


  • Advanced Technology Strategy Program – Sloan School of Mgt., MIT, Cambridge, MA
  • PhD Studies (abd) – Clinical Psychology – Duquesne University, Pittsburgh, PA
  • MA – Clinical Psychology – Seattle University, Seattle, WA
  • MA – Philosophy – Drew University, Madison, NJ
  • BA – Psychology – Goddard College, Plainfield, VT


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