Cali Gregory
IT Senior Transformation Leader @The Ohio State University Wexner Medical Center
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WORK HISTORY
IT Senior Transformation Leader @The Ohio State University Wexner Medical Center
Columbus, OH, US
Lead strategic program and portfolio management for high-impact, enterprise-level healthcare IT initiatives. Redesign resource and sequencing processes in the PMO. Serve as Team Lead and secondary support to IT executive leadership, overseeing the full project lifecycle from design to operational transition. Engage executive leadership to align technology solutions with institutional goals across patient care, research, and education. Leverage deep expertise to guide cross-functional teams, develop methodologies, and deliver sustainable outcomes with long-term strategic value. Mentor teams, support onboarding, and promote career growth while ensuring quality and consistency across IT operations. Recognized for driving innovation, leading complex initiatives, and fostering collaborative, outcomes-driven environments.
EDUCATION
The Ohio State University
B.S., Psychology
Xavier University
Master's degree, Hospital and Health Administration
ABOUT CALI GREGORY
Enterprise performance does not falter at the point of execution. It falters when leadership systems are misaligned.That is where I operate.I work at the enterprise level, aligning governance, capital discipline, operating leadership, and accountability across complex healthcare organizations to ensure strategic intent translates into measurable and sustained performance.During the most volatile period in modern healthcare, I designed and led a disciplined, enterprise-wide relaunch of ambulatory and surgical operations—restoring 95% of budgeted revenue in less than 90 days and enabling the organization to achieve its financial targets while many systems required years to fully recover.More recently, I have strengthened enterprise governance and resource discipline within a nationally ranked academic medical center—redesigning decision and alignment models to reduce reliance on escalation, accelerate cross-functional execution, and reinforce leadership accountability.In parallel, I have improved reliability across multiple high-risk quality domains—reducing incident frequency and shifting performance from instability to sustained predictability.My responsibility is not confined to a function. It shapes how the enterprise allocates capital, aligns leadership, protects margin, and performs under pressure.Durable performance is the outcome of deliberate enterprise leadership.
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