Background
A regional healthcare organization was facing a perfect storm of operational complexity. With a growing network of payer and provider systems, the back office—originally designed for service delivery—was suddenly tasked with managing its internal initiatives. These included a major benefits management upgrade and a customer service system migration, both of which had far-reaching implications for service continuity, data integrity, and stakeholder trust.
At a Glance
What Mattered Most
Modernize back-office activities by overseeing full lifecycle projects to streamlining processes and structure the department to rollout of new systems and services.
What We Noticed
The department was more operationally focused than project oriented. To gain the most from the engagement, and deliver on the Director’s vision, the staff needed to broaden its mindset around project-driven work.
What Changed
decommissioned
system migrations
PM fundamentals
meeting time
Challenge
The back office was under immense pressure. It was expected to deliver on multiple high-stakes initiatives without the infrastructure, governance, or project management maturity to do so effectively.
- Project management capabilities did not exist within the department and internal PM resources were unavailable
- Multiple legacy systems were being decommissioned and replaced simultaneously, creating risk across operations
- Stakeholders across IT, business, and customer service were misaligned, leading to delays and confusion
- There was no centralized oversight, and risk management was reactive at best
- The team lacked confidence, having never led transformation at this scale or complexity
Solution
RW King stepped in not just as a project manager, but as a transformation partner. We brought structure, clarity, and momentum to a team that had been operating in survival mode:
- Led and managed all back-office transformation projects, from planning through execution, ensuring alignment with enterprise PM requirements
- Facilitated cross-departmental planning sessions, bringing together IT, operations, and customer service to co-create delivery plans and timelines
- Mentored department managers and team leads, building their confidence and capability in project delivery, risk management, and stakeholder engagement
- Developed and implemented SOPs, tracking systems, and KPIs, giving leadership real-time visibility into progress, risks, and resource needs
- Oversaw the migration of customer tracking systems, ensuring zero downtime and seamless continuity of service
- Introduced a cadence of weekly updates and executive reviews, creating transparency and accountability across the transformation
- Created a centralized project governance model, enabling consistent prioritization, escalation, and decision-making
- Up-leveled team maturity, embedding project delivery discipline and change leadership into the back-office culture
Outcome
What began as a fragmented, reactive effort evolved into a model of operational discipline. The back office emerged not just as a service function, but as a strategic enabler—capable of supporting enterprise growth, managing complexity, and delivering with confidence.
- Modernized back-office operations, enabling scalable, efficient service delivery across payer and provider systems
- Established project governance and coordination, ensuring smooth rollouts and reduced risk
- Embedded project management discipline, transforming the back office into a proactive, performance-driven function
- Elevated operational performance, positioning the back office as a strategic partner to the business
- Enabled seamless system migration, preserving service continuity and stakeholder trust
- Improved decision-making and forecasting, with real-time visibility into project health and resource needs
Conclusion
By embedding project management, aligning stakeholders, and ensuring zero-downtime migrations, we delivered a transformation that elevated performance and enabled growth.
