Clinical Applications Platform Expert, Cancer

About this role

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Day - 08 Hour (United States of America)

"The Cancer Platform Expert demonstrates the following overall skills: '-Deep technical and functional expertise across the oncology and transplant care continuum, from treatment planning through care coordination. - Skilled at solutioning across a fragmented vendor landscape unique to oncology, evaluating build-vs-buy and integration tradeoffs where clinical, research, and regulatory requirements intersect. - Strong grasp of interoperability across oncology related systems, ensuring clinical, trial, and treatment data move reliably between Epic and the surrounding specialty/oncology platforms. -Cross-functional understanding spanning clinical oncology workflows, research/trial operations, and the broader Epic ecosystem those workflows sit inside."

This is a Stanford Health Care job.

A Brief Overview The Applications Platform Expert is a senior individual-contributor role providing deep technical mastery, cross-team solutioning, operational solution impacts and informal leadership within the Applications organization. This role has expertise across a broad healthcare delivery domain, with deeper experience in 1-2 functional technical application areas. This role exists to ensure that the organization's most complex technical, architectural, and solutioning challenges are met with consistent, well-defined expertise that can work across IT functions to examine all available tools and solutions and to bring the right combination to the design. This position is expected to maintain current, authoritative knowledge of the platform's capabilities,(new releases, features, vendor roadmap) and proactively identifies where these should be applied before a challenge or request exists. The Platform Expert operates as a trusted technical authority, a mentor, and a contributor to team and departmental roadmaps, while explicitly deferring people-management, task assignment, and performance-evaluation authority to formal management and project leadership.

Locations Stanford Health Care

What you will do • Technical Solutioning & Tool Evaluation • Operates at two deliberate altitudes: high-level solution shaping (options, tradeoffs, rough feasibility) before a project is chartered, and deep technical design once work is initiated. Incumbent should have a familiarity with the existing ecosystem and design solutions that are both fit for purpose and coherent with existing platform and future roadmap alignment. • Evaluates build-vs-buy and native-platform-vs-purpose-built tradeoffs on their technical merits, rather than defaulting to whichever platform already has a feature. • Maintains working fluency across adjacent IT domains (integration, infrastructure, security, data) sufficient to identify who else needs to be involved in a solution, without owning those domains. • Partners with other IT teams as a peer convener — able to run or co-run cross-team solutioning sessions, not simply attend them. • Clearly distinguishes the exploratory/advisory solutioning phase from the committed design phase, so early options-generation is not mistaken for a locked decision. • Ability to lead and deliver complex organizational level projects serving as the subject matter expert and delivery method decision development • Mentoring & Informal Leadership • Elevates other analysts' capability through coaching on approach and technique, without owning or evaluating their performance. Provides input and knowledge improvement areas to Application Manager in regards to technical abilities of Analyst I-III roles. • Models the standard for quality of build, documentation, and judgment. • Is sought out voluntarily by analysts for guidance, reflecting earned credibility rather than assigned authority. • Pairs or shadows with less experienced analysts on complex problems to transfer judgment and knowledge, not just answer questions. • Surfaces talent and growth signals to people managers as input, rather than making talent decisions directly. • Does not conduct performance reviews, does not assign work or set priorities for other analysts by virtue of the role alone, and does not become a default escalation path or accumulate an informal “team.” • Direction-Giving on Projects • Defines or co-defines the technical approach and build strategy for projects on which they serve as technical expert based on the operational/clinical requirements of the objective. This position also serves as a key build resource on complex projects. • Advises on proposed approaches from other analysts, particularly on complex or ambiguous tasks, and serves as peer reviewer on build, configuration, and design. • On smaller efforts without a dedicated project manager assigned, may explicitly hold project-coordination responsibilities (sequencing tasks, tracking timeline, assigning work items, completing status reports) as a distinct, named responsibility layered on top of the technical platform expert role. • Task and priority authority over other analysts' work exists only when explicitly holding a named PM role designation for that effort and will inform people manager collaboratively — not automatically as a function of technical seniority. Technical authority is over the approach; it is not authority over the individual. • Depth & Breadth of Expertise • Maintains implementation-level, hands-on fluency (current, not historical) in one to two defined domains of true mastery. Viewed as an informal escalation point for platform questions. • Maintains working (not mastery-level) fluency across adjacent systems and integration points connected to their core depth area, sufficient to be a solutioning-partner with other teams. • Domain depth and adjacent breadth are defined by the role and validated through hiring and periodic levelin

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