Brian Myers
Vice President, ERP & Workforce Management Practice, North America @Healthcare IT Leaders
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WORK HISTORY
Vice President, ERP & Workforce Management Practice, North America @Healthcare IT Leaders
Charlotte, NC, US
As VP of ERP & Workforce Management, I set the enterprise strategy, go-to-market direction, and growth model for ERP and workforce operations solutions solving Workforce Challenges for healthcare providers, including hospitals, health systems, and academic medical centers.My role centers on defining what we take to market, how we position it, and how it scales; shaping practice strategy, vendor partnerships, and commercial models across ERP and WFM ecosystems. I focus on turning complex workforce and technology challenges into clear, sellable, and repeatable offerings that leadership teams can stand behind.I work closely with delivery leadership to establish the strategic frame within which execution occurs; providing guidance, judgment, and course correction where complexity, risk, or ambiguity emerge. Delivery teams operate within the structures, priorities, and models we develop to solve our client’s problems, ensuring consistency between market promise and operational reality.In this role, I have- Matured and scaled ERP and WFM practices through disciplined GTM and portfolio strategy- Built and deepened vendor partnerships, shaping joint positioning and market approach- Advised delivery leaders on complex engagements where strategic judgment was requiredMy focus is on leverage and finality; creating strategies, offers, and operating models that scale beyond individuals, reduce decision risk, and consistently translate complexity into outcomes the business can sell, deliver, and repeat.
EDUCATION
University of Central Florida
Bachelor of Science (B.S.), Liberal Studies-Minor: Business Administration, Areas of Concentration: Engineering and Mathematics
SKILLS
ABOUT BRIAN MYERS
I work at the intersection of workforce operations, enterprise technology, and strategic execution, particularly in environments where complexity, cost pressure, and operational risk collide.My focus is not analysis for its own sake. It is turning workforce and technology complexity into delivered outcomes that hold up in real operating environments. That includes clarifying decisions, shaping repeatable operating models, and productizing approaches so results scale beyond individual efforts or engagements.I am most effective in ambiguous situations where the path forward is unclear, incentives are misaligned, or prior initiatives have stalled. In those moments, my role is to impose structure, reduce decision risk, and move the organization from discussion to completion without adding unnecessary process or noise.My work spans workforce operations, WFM/ERP ecosystems, and enterprise delivery models, with an emphasis on durability, leverage, and measurable impact. I optimize for outcomes that can be repeated, defended, and improved over time; not one-off wins.I believe completion is a strategic advantage, and that leadership credibility compounds fastest when complexity consistently turns into outcomes.
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