Jamel Morris

Passage of the Patient Protection and Affordable Care Act presented the IRS, a central player in managing the program, with the challenge of creating entirely new business processes and supporting technologies in only four years.

Accepted assignment as the task team leader. Initiated contact with senior leadership of the IRS and contributors from the business and technology spheres to form partnerships capable of creating the intricate technical resources needed to validate individuals’ healthcare status, verify employer benefits, and provide financial aid where needed. Counseled with entities such as the Department of Health and Human Services to define the nature and operation of data exchanges with external participants. Fostered the creation and redesign of taxpayer forms as part of facilitating advanced premium assistance. Maintained continual monitoring of system design to ensure internal processing met ACA requirements and standards.

The adjusted structure met all ACA obligations within the timeline.

The 2008 downturn resulted in companies scaling back spending with external advisory services. As with any period of economic uncertainty, the circumstances presented an opportunity to gain through change but failure to act decisively put the consultancy’s future competitiveness at risk.

Seated as one of three members of a dynamic team tasked with determining the best road forward when the downturn subsided. Pulled together input from senior leaders across the firm’s accounting, financial services, tax, and federal and public advisory sectors. Prepared analyses that helped identify markets and companies most likely to rebound and the types of support that would garner the greatest demand and support growth. Using the two factors as foundation, drew roadmaps to guide cultivation of future business capabilities.

The campaign not only helped the firm weather a substantial economic storm but assured a profitable emergence setting the course for sustained success.

The government initiated a program to shift the way Medicare would pay healthcare providers from the traditional fee-for-service method to one that focused on quality rather than quantity of care. To meet the goal of having 50% of all charges made through value-based models required convincing providers from across the healthcare industry to collaborate.

Selected to lead a group charged with helping the industry understand the nature and operation of the multiple new alternative payment systems and how to track the extent of provider use. Counseled the team in overcoming a myriad of complex problems and eventually standardized the language used to identify and categorize reimbursement options. Guided creation of techniques to measure adoption. Oversaw framing, distribution, and application training of the final product; a comprehensive data-gathering-and-interpretation framework.

By 2022, 41% of Medicare disbursement came through value-based claims.

After more than 30 years of aggressively pursuing acquisition as a means of fostering growth and product diversity, senior management started to question the degree to which the investments met initial economic projections and provided shareholder value.

Selected to spearhead the complex analytical challenge of evaluating the firm’s integration strategy and the propriety of the purchase decisions. Gathering data from across diverse businesses, compared the present value of more than $5 billion in acquired assets to the initial procurement costs. Closely scrutinized the success of integration efforts which served as a pivotal driver of return on investment. The study found that more than 75% of acquisitions surpassed projected performance even though cost savings from economies of scale failed to meet expectations. Prepared presentations and reviewed results with unit leaders and product-line owners to identify opportunities for enhancing the expansion process.

Upon receiving the findings, the CFO immediately incorporated the recommendations into corporate’s procedure for appraising new additions.

Amidst the financial crisis of 2008, the government put Freddie Mac into conservatorship. Pulling the two organizations out required both to demonstrate substantial improvement in profitability and financial management.

Stepped into the pivotal role of task leader responsible for devising and executing a business-process improvement initiative aimed at establishing an infrastructure capable of properly supporting loan purchasing, servicing, securitization, and accounting for the single-family-housing line of business. Supervised the design and presentation to Freddie Mac management of a systematic approach to assessing and streamlining internal processes leading to cost reductions fostered by the resultant greater efficiencies. Suggested changes in the procedures employed for securing and managing funding that avoided past difficulties.

The improvements generated by the recommendations and changes allowed for both organizations to exit conservatorship.

The Navy needed to replace the 1960s-designed class of aircraft carriers with a fleet having reduced maintenance expenses, less weight, and lower total ownership costs. Achieving the goal required effective leveraging of current and evolving technologies.

As leader of a cross-functional team, took responsibility for the conceptual design of a critical secondary reactor plant system aboard the USS Gerald R. Ford. Arranged the project schedule and defined deliverables, specified and allocated all resources, and established a communication system with the customer and various interfacing groups. Prepared and presented detailed updates to key stakeholders including Newport News, the Navy, and the Department of Defense.

The completed system boasted a 95% reduction in life-cycle cost and 60% less weight than predecessor versions with no compromise in quality, integrity, or adherence to technical specifications.