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The 2022 State HIT Connect Summit, will provide a unique lens on leading-edge technology innovations, for collaborative learning, and problem-solving forum on key issues, as well as numerous networking and partner development opportunities, to inform your state strategic plan moving forward.
avatar for Kevin Jones

Kevin Jones

Cardinality-ai
Chief Operating Officer

Kevin is a results-oriented professional with a documented record of accomplishment of  providing innovative and transformative solutions to for all business process needs, by  applying project management and complex systems engineering methodologies. Kevin  leveraged a holistic perspective of complete Socio-Technical Enterprise in  organizational solution development. The focus is to create enterprise-wide alignment  across business operations, fiscal operations and IT operational structure, this  alignment allows an organization to make evidence base decisions from business  intelligent information about the enterprise performance. 

In 2021, join Cardinality.ai as the Chief Operating Officer: 

Kevin brings Organizational Transformation activities enterprise wide and re-organized  structure to support the evolution of Cardinality 2.0. Kevin’s experience in HHS and  GovTech immediately creates a path for expanding the organizations footprint via  partnerships and go to market strategies in both B2B and B2C relationships. Cardinality  provides Kevin with the opportunity to expand the audience he serves to reach beyond  the State of Indiana.  

In 2021, as Owner of Chimera Innovative Solutions, continues to support the IN  Department of Child Services: 

Kevin continues to apply Project and Systems Engineering methodologies to manage  multiple multi-years software and system development spanning from three to six years  in length, and budgets from 30 million dollars to 400 million dollars. 

Since 2014 until 2021, as the Deputy CIO of Indiana’s Family and Social Services  Division and CIO of Indiana’s Department of Child Services: 

Kevin Applied Project and Systems Engineering methodologies to manage multiple  multi-years software and system development spanning from three to six years in  length, and budgets from 30 million dollars to 400 million dollars. Kevin executed IT and  Organizational Transformation activities enterprise wide and re-organized structure to  support four main product management teams, while taking a hands on approach to  developing the IT and Technical processes roadmaps that would implement an Invest  (child support system), CCWIS (child welfare system), Agile approach to the system  design, development, and implementation to support over 5000 users, 92 Counties and  1.5 million direct clients. The areas of focus being IT infrastructure, software  infrastructure, business intelligence and data and analytics, payment and claims 

transactions, operations in case management, IT governance, enterprise performance  management, and implementing a systems engineering approach to the system and  software development. 

Prior to 2014, my time was spent in the private sector as CIO and IT thought leader: 

Kevin was responsible for providing innovative, and transformative solutions to all  business process needs, divisional leadership and managing both CAPEX AND OPEX for  the divisions of Production, PMO, IT, Development, Operations, Engineering, Engineering  Sales and Customers support. Development and implemented the organization’s IT and  Business process road maps, mission, strategies, and scope, for the next 5 years.  Develop and implement the organization’s IT Governance process and procedures via  SDLC. Delivery and management of new technologies; oversee the actions of a team  encompassing Production, PMO, IT, Development, Operations, Engineering, Engineering  Sales and Customers support. 

Kevin develop and implement the organization’s IT mission, strategies, and scope, for  the next 5 years for one of the largest most transactional intensive systems in the world,  with over 25billion API calls per month, in a 100% uptime environment. Develop and  implement the organization’s IT Governance process and procedures via SDLC. Manage  IT department staff, project schedule and project budgets and develop plans to  maximize employee’s output. Kevin managed the agile SDLC transformation, as well as  delivery and management of new technologies; oversee the actions of a team  encompassing web design, help desk technical support, and software development.  Kevin coordinated all technology issues with all divisions of the organization. Traditional  department management functions including IT governance, fiscal responsibility,  resource management, project management, and administrative detail. Kevin designed,  implemented, provided project support, provided project leadership on projects.