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Case Study · 2024–2025

The WaveMark Rollout.

An end-to-end SaaS implementation across six U.S. health systems from pre-sale discovery to documented outcomes.

At Cardinal Health I managed the WaveMark platform lifecycle for six health systems, including Johns Hopkins and Cleveland Clinic, deploying RFID and Kanban inventory tracking into 500+ procedural and nursing areas, and owning the customer journey from sales scoping through go-live and beyond.

$2.6M+
Documented
cost savings
50%
Reduction in
expired inventory
6
Health systems
onboarded
500+
Procedural &
nursing areas
The Work

Six phases. Each one earned the next.

01
Pre-Sale Discovery & Scoping
~4–6 weeks

Before any implementation begins, the question is whether it's even the right fit. The goal was to surface the technical and operational realities that would shape or sometimes kill the rollout before contracts were signed.

Key activities
  • Site visits to procedural and nursing areas
  • Identifying clinical, supply chain, and IT stakeholders
  • Assessing existing inventory and ERP infrastructure
  • Setting accurate expectations with health system leadership
  • Scoping feasibility for RFID and Kanban deployment
02
Requirements & Workflow Mapping
~6–8 weeks

Inventory in a procedural area at Johns Hopkins doesn't look like inventory in a nursing unit at Cleveland Clinic; the workflows, the case carts, the par levels, the people involved are all different. I led multi-stakeholder discovery to map the actual flow of supplies, identify friction points, and define what success would look like in each environment.

Key activities
  • Process mapping across procedural and nursing areas
  • Stakeholder interviews with supply chain, OR/nursing leadership, IT, finance
  • Defining KPIs and customer success criteria
  • Documenting current-state vs. future-state workflows
  • Identifying integration requirements with existing ERP and EHR systems
03
System Configuration
~8–10 weeks

WaveMark out of the box isn't WaveMark at Johns Hopkins. The platform had to be configured to each health system's catalogue, par levels, departmental hierarchy, and reporting needs. I managed this configuration work by translating the workflow maps into platform settings that actually reflected how supplies moved on the floor.

Key activities
  • Platform configuration to health system catalogue and par structure
  • RFID hardware and tag specification
  • Kanban bin configuration and replenishment logic
  • Integration with existing ERP, EHR, and inventory systems
  • User access roles and permissions
  • User acceptance testing with health system designees
04
Training & Enablement
~4–6 weeks

A SaaS platform is only as good as the people who actually use it. With 500+ procedural and nursing areas across the customer base, training had to scale not just one-time sessions, but train-the-trainer programs that would survive turnover and shift changes.

Key activities
  • Role-based training for supply chain, clinical, and management users
  • Train-the-trainer programs with health system designees
  • Standard operating procedures and quick-reference guides
  • Hands-on workflow simulations before go-live
  • Feedback loops to surface confusion before it hit production
05
Go-Live
~2–4 weeks

Go-live is the moment everything is real. I served as the primary technical escalation point during go-live to resolve issues in near-real time and protect the customer experience when the stakes were highest.

Key activities
  • Phased rollout by department or service line
  • On-site and remote command-center support during cutover
  • Real-time issue triage across clinical, supply chain, and engineering
  • Daily standups with health system leadership
  • Continuous communication on issue status and resolution
06
Hypercare & Measured Outcomes
8–12 weeks

The story doesn't end at go-live. Hypercare is the period when adoption either sticks or doesn't; when the team is still close enough to catch problems but the customer is starting to own the system. I managed the hypercare program structure, the KPIs, and the eventual measurement that proved the implementation worked.

Key activities
  • Daily → weekly → monthly cadence of customer success reviews
  • KPI tracking: inventory accuracy, expiration rates, staff time
  • Continuous improvement on workflows and configurations
  • Final outcome documentation and case-study build-out
  • Handoff to long-term customer success