Paul Lape
Director of Software Quality Assurance @Acentra Health
Signup · Get unlimited contacts
WORK HISTORY
Director of Software Quality Assurance @Acentra Health
US
I am thrilled to continue my Quality journey with the Acentra Health team as Director of Software Quality Assurance! With a focus on ensuring that software products meet high standards throughout the product lifecycle, I will be deeply involved in implementing best practices, developing testing strategies, and leading teams in quality assurance efforts. My goal is to contribute significantly in streamlining processes, fostering a supportive culture of continuous improvement, and mentoring team members.With over 25 years of expertise in delivering quality-driven outcomes across diverse industries, including insurance, banking, payment processing, and healthcare, my technical career has been defined by a relentless focus on software functionality, security, and performance—qualities that align well with Acentra Health\'s commitment to excellence.As a people-centric leader, I will focus on engaging and motivating teams, aligning metrics with desired behaviors, and driving process-focused success. I am excited to see all the great things we will accomplish together with this new role, and I am confident our team contributions will propel the Software Quality Assurance efforts to new heights.
EDUCATION
Gies College of Business - University of Illinois Urbana-Champaign
Bachelors, Finance
ABOUT PAUL LAPE
With more than a quarter century of focus on quality outcomes for capability delivery, I have learned that a few key concepts are foundational in achieving quality goals. First is communication. This takes many forms within an organization, depending on how the target audience best receives, absorbs, processes and responds to information. Visual information with written context and statistical data seems to have the broadest reach. The important part is when people see it, regardless of their role, they should know what action they are going to take. Second is process. This is the “how” of delivery. How do we plan, document, communicate, execute and measure? The process, if followed, should produce predictable, repeatable results. The biggest mistake companies make is trying to affect the delivery of the outcome or capability (the “what” that is delivered) by repeatedly changing the process. In any delivery organization, but with IT especially, change of the “what” is expected. I would argue that in IT, delivery of change is our role, but delivery of change in the “what”, the capability, the outcome, the deliverable. When companies consistently change the “how”, they undermine or eliminate their capability in delivering the “what”. Third is metrics. Information on different aspects of quality delivery. Since “you can’t manage what you can’t measure” (Peter Drucker), measurement as well as sound understanding of what is being measured, and how that measurement drives the desired behavior, is critical. Organizations that get communication, process and metrics correct tend to have quality outcomes. Culture and team engagement are additional indicators of strong processes and positive environments, which are fundamentally important for long term success. Finally, those who recognize that these characteristics are an ongoing challenge, and not a point in time goal, have the maturity to deliver consistently and grow the organization along with the process.
This profile is compiled from publicly available professional sources. Unifers is not affiliated with or endorsed by LinkedIn. Request removal of this profile.