Current Role at Stanford

My role is to provide strategic leadership and management of innovative technology solutions at the School of Medicine and to ensure our overall technology architecture is a strong enabler of institutional goals. To achieve this broad goal I work in close collaboration with a wide variety of individuals in the School of Medicine, on the main Stanford campus and in our two hospitals to plan and implement technology initiatives.

Honors & Awards

  • Amy J. Blue Award, Stanford University (2007)

Education & Certifications

  • BA, Stanford University, Human Biology, Honors in Neuro (1993)

Personal Interests

Piano, music composition, painting, distance running (that's new), tennis, good restaurants, absolutely anything in Hawaii.


Professional Affiliations and Activities

  • Member, IRT Exective Committee (2009 - Present)
  • Member, SOM Administrative Steering Committee (ASC) (2009 - Present)
  • Member, MedEd Leadership Group (2011 - Present)
  • Member, Campus Strategic Technology Partners (2010 - Present)
  • Member, National Research Networking Working Group (CTSA-Based) (2009 - Present)
  • Member, Medicine X Advisory Board (2011 - Present)


All Publications

  • Direct2Experts: a pilot national network to demonstrate interoperability among research-networking platforms JOURNAL OF THE AMERICAN MEDICAL INFORMATICS ASSOCIATION Weber, G. M., Barnett, W., Conlon, M., Eichmann, D., Kibbe, W., Falk-Krzesinski, H., Halaas, M., Johnson, L., Meeks, E., Mitchell, D., Schleyer, T., Stallings, S., Warden, M., Kahlon, M. 2011; 18: I157-I160


    Research-networking tools use data-mining and social networking to enable expertise discovery, matchmaking and collaboration, which are important facets of team science and translational research. Several commercial and academic platforms have been built, and many institutions have deployed these products to help their investigators find local collaborators. Recent studies, though, have shown the growing importance of multiuniversity teams in science. Unfortunately, the lack of a standard data-exchange model and resistance of universities to share information about their faculty have presented barriers to forming an institutionally supported national network. This case report describes an initiative, which, in only 6 months, achieved interoperability among seven major research-networking products at 28 universities by taking an approach that focused on addressing institutional concerns and encouraging their participation. With this necessary groundwork in place, the second phase of this effort can begin, which will expand the network's functionality and focus on the end users.

    View details for DOI 10.1136/amiajnl-2011-000200

    View details for Web of Science ID 000299871300025

    View details for PubMedID 22037890