About VR Williams Consulting LLC
About the Company
Founded by CEO Vala Rae Williams in 2005 as VR Williams, Inc. and organized as a limited liability company since 2015, VR Williams Consulting LLC is a woman-owned and minority-owned small business. Leadership holds MBA, PMP®, CSM, ITIL, and Six Sigma Black Belt credentials, bringing extensive experience delivering complex initiatives across multiple industries including shipping, telecommunications and call center operations, mortgage origination and secondary markets, banking, insurance, healthcare, financial services, government, and other industries. Whether leading an engagement or integrating with an established team, the company provides business IT solutions and program management expertise across enterprise transformation, process improvement, technology implementation, workflow design, and governance. By aligning stakeholders and translating complex requirements into practical solutions, our company helps clients reduce risk, strengthen operations, improve adoption, and achieve sustainable results.
Partnering for Business IT Solutions Built for Results
From discovery through implementation, VR Williams Consulting delivers strategic initiatives that strengthen operational performance and drive measurable business impact.
Strategic Program Leadership
Lead transformation from strategy through adoption with clear roadmaps, governance, and risk controls that align stakeholders around common priorities.
- Prioritize transformation portfolios by business value, operational impact, dependencies, risk and implementation readiness.
- Direct complex multi-partner programs, such as VA EHR Modernization, coordinating VA, DoD, Cerner and prime contractors.
- Lead revenue-cycle programs across a seven-state health system, from patient access and coding to billing, claims and denials.
- Build and lead high-performing delivery teams, including a 10-person Capital Markets solution delivery team (Washington Mutual).
- Plan change management, training and communications so new processes and systems last after go-live.
Cross-Functional Leadership
Connect Operations, IT, Treasury, Revenue Cycle, Compliance, and external vendors around common goals, with a single source of truth: one UAT workbook and a central issue log.
- Prepare organizations for go-live with training, operational support models, SME coverage, escalation paths, communication plans and command-center operations.
- Lead staff and manager communications, user activation and onboarding so caregivers and employees can focus on patients and customers instead of technology issues.
- Resolve vendor provisioning and onboarding barriers so users have the tools they need on day one.
- Design pilots as repeatable models for enterprise-wide rollout, validating readiness and support processes before broader deployment.
- Align business and technology stakeholders through well-defined requirements, strategic priorities and acceptance criteria.
Technology-Enabled Transformation
Modernize applications and architecture through requirements strategy, Agile delivery, SDLC, and UAT, and automate manual processes to reduce errors and risk.
- Translate clinical objectives into implementation-ready requirements and data flows for a PACS rollout across 8 acute-care facilities and 7 clinics (CommonSpirit Health | Dignity Health).
- Orchestrate integrated interface testing across VA, DoD, Cerner and partners, driving issues to resolution for release readiness.
- Deliver automation with measurable payback: a rate-lock application that reduced staffing needs by two full-time positions and cut data-entry errors (Washington Mutual).
- Support Product Owners in Agile delivery as a Certified ScrumMaster, as on the SEC TCR application with SAIC.
- Lead business process automation in lending systems (Navy Federal) and define data mapping and integration requirements (Freddie Mac).
Program & Project Management
Develop executive-ready charters, requirements, project plans, RAID logs, test materials, and transition documentation that strengthen implementation and deployment readiness.
- Run programs with PMP® discipline: integrated schedules, governance frameworks and executive status reporting.
- Deliver on deadline: 100% on-time completion of Fannie Mae's L3 Master Capabilities Model and Loan Life Cycle trackers.
- Develop risk assessments and site-specific implementation plans for multi-facility rollouts.
- Provide program office planning, issue management and reporting for high-stakes efforts, such as Fannie Mae's restatement program.
- Conduct quality reviews and produce publication-ready deliverables, dashboards and training resources.
Business Process Optimization
Visualize end-to-end operations through SIPOC, swimlanes, BPMN, L3 process models, and data-flow diagrams, and refine handoffs, decision points, and information flows.
- Optimize customer and employee journeys, and clarify service value through capability models.
- Map current and future states to expose bottlenecks, rework and handoff gaps before redesign.
- Build enterprise L3 process diagrams and capability models, as for Fannie Mae Single Family.
- Evaluate workload demand and capacity with standardized data collection, baseline metrics and decision-ready dashboards.
- Redesign call-center paths and IVR self-service to reduce call abandonment and improve speed of answer (Blue Cross Blue Shield of New Jersey).
Enterprise Governance & Controls
Centralize issue governance and strengthen operational controls through risk definitions, ownership, escalation paths, performance measures, and regulatory alignment.
- Apply ITIL service-management practices to incident, problem and change control.
- Create issue-management processes and tracking tools that others adopt; at FINRA, other groups asked for the same reporting.
- Support compliance with SEC, NYSE, SOX, VA and DoD requirements.
- Strengthen deployment readiness and regulatory alignment ahead of go-live.
- Sustain performance gains through outcome measurement, feedback loops, lessons learned and continuous control refinement.
Financial Operations Modernization
Modernize financial operations across revenue cycle and capital markets: patient access, claims, and denials; loan pipelines; and rate-lock automation that cuts staff hours and data-entry errors.
- Automate manual processes to reduce errors, cycle time, data risk and operational effort.
- Uncover root causes across process, technology, data and organizational dimensions, and translate findings into prioritized corrective actions.
- Strengthen operational controls through defined risks, ownership, escalation pathways and performance measures.
- Strengthen revenue integrity by ensuring every service is captured on the patient statement through clinical documentation integrity (CDI).
- Standardize enterprise workflows by eliminating unnecessary variation and formalizing justified exceptions.
Compliance & Patient Protections
Deliver regulatory compliance with state patient-protection laws and government regulations through review, policy development, and post-implementation governance to maintain compliance.
- Centralize issue governance through structured intake, ownership, tracking, escalation and executive reporting.
- Detect and correct registration errors in real time, before claims are processed, and remediate historical error backlogs.
- Plan and run interface testing and user acceptance testing, including new UAT platforms and consolidated workbooks that capture every participant's feedback.
- Develop executive-ready charters, requirements, project plans, RAID logs, testing materials and transition documentation.
- Guide readiness planning and operational transition support.
Process Reengineering
Reengineer processes with Lean Six Sigma to eliminate waste, standardize enterprise workflows, and turn root causes into clear corrective actions.
- Build workload-measurement models that become repeatable processes; at VA Compensation Service, this led to follow-on Six Sigma work.
- Lead Lean Six Sigma DMAIC projects as a Black Belt, including the Define and Measure phases of enterprise reengineering (American Council on Education).
- Streamline transactional workflows with business rules, automated validations, calculations and completeness checks.
- Improve revenue-cycle performance through standardized workflows, governance and Epic-enabled optimization.
- Redesign regulated business processes and requirements, such as FINRA's Corporate Financing system.
Core Competencies
NAICS Codes
UEI VB6XL6R85SA4CAGE 9JPW3SAM.gov Active