Streamlining Through Workday

A health system in the Midwest was overwhelmed by inefficiency. Across HR, Finance, and Supply Chain, more than a dozen manual and redundant processes slowed down critical functions—everything from hiring and payroll to purchasing and approvals.

Recognizing the operational drag, the system chose to implement Workday ERP to modernize workflows. But technology alone wouldn’t fix the problem—it required deep collaboration, change leadership, and a unified strategy across departments.

The Approach

As the system’s co-lead for Workday implementation, I partnered closely with Finance and led the transformation from within. Together, we designed and delivered a system that aligned both technical architecture and operational priorities.

A key move was forming an internal data governance team—a cross-functional alliance between HR, Finance, and Supply Chain—to ensure that changes made in one area didn’t inadvertently disrupt another. This team became the heartbeat of smart decision-making during implementation.

My role also included:

• Leading discovery and process-mapping workshops
• Driving alignment on key business rules across functions
• Overseeing change management and communications
• Designing custom training strategies for diverse user groups
• Facilitating leadership engagement to remove roadblocks