HCA Healthcare
Transformation governance from the ground up
CIO/senior-leadership steering plus a management operating forum connecting strategic priorities to implementation decisions, risk, readiness, adoption, and accountability.
Bodon Draiger
Experience
More than two decades of enterprise transformation and executive advisory across financial services, healthcare, government, insurance, and regulated environments.
Experience matters most when it changes the quality of judgment. The work below is presented as evidence—what the environment required, what was actually done, and what can reasonably be learned from it.
Selected case studies
Enterprise change at consequential scale.
Discover Financial Services
Project Runway: operating model, governance & engineering capability
From enterprise blueprint through implementation in a global technology environment supporting 1,400+ technology teams.
Read the case study →Edward Jones
Enterprise transformation, governance & flow
Senior General Partner governance, product/value-stream accountability, metrics, flow, and simplification of unnecessary framework complexity.
Read the case study →Federal Reserve / U.S. Treasury
Portfolio modernization across 200+ agencies
Don established integrated roadmaps, portfolio Kanban, capacity allocation, executive reviews, and risk escalation across seven cross-functional teams.
Read the case study →Selected delivery experience · Client unnamed
Bringing backlogs to life through AWS mob programming.
Don arranged AWS mob programming sessions around real backlog items, bringing people together to accelerate implementation work across code, test coverage, and scripts.
His role was to organize the collaborative work around the backlog: connecting delivery needs with a practical setting in which people could work through implementation together. This is another dimension of his advisory practice—helping create the conditions for execution as well as shaping the decisions that guide it.
Patterns across the work
- Strategy becomes real only when priorities change capacity and decisions.
- Operating-model pieces have to reinforce one another: structure, ownership, governance, technology, capability, and measures.
- Executive governance should remove constraints rather than add reporting burden.
- Capability transfer is part of the engagement design, not an end-of-project handoff.
Start with a conversation
What needs to work better?
Bring one business challenge, the outcome you need, and what is getting in the way. In an initial 30-minute conversation with Don, clarify the issue and identify a useful next step.
Don Ring
Independent Enterprise Advisor
We work with client organizations across the U.S.
Office (816) 282-8176 · don@bdraiger.com
Email Don to Start
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