With TeamDynamix AI ITSM in place, average incident resolution time dropped by an estimated 75–80% — with response times now under an hour.
ITSM, PPM, and asset tracking, once spread across four separate logins, now all live on a single, unified platform.
Golden Valley Memorial Healthcare went live with most features and functions deployed in roughly three months — no army of consultants required.
Industry: Healthcare
Previous System: ManageEngine
When Golden Valley Memorial Healthcare (GVMH) went to market for a new ITSM platform, the shortlist looked familiar: ServiceNow, Jira Service Management, Freshservice, Zendesk, and TeamDynamix.
Kyle Goth, Infrastructure and Support Ops Manager at GVMH, had started the search, and the team was leaning towards ServiceNow. “We had ServiceNow in mind; we saw it as best-in-class,” he explained. However, when Deborah Gash, Chief Information Officer, joined the health system midway through the ITSM evaluation, she had a different vantage point.
She had implemented ServiceNow at larger organizations and knew exactly how complicated and costly the platform could become.
“I had to have a team of four people whose whole job was supporting ServiceNow,” she said. “If you wanted to create a new service or workflow process, it took an expert analyst. Often, I had to bring in a third-party consultant just to make a change. It slows things down, and you can’t see improvements as quickly. It can take months to roll out even one new automation.”
Based on her previous experience with ServiceNow, Gash stepped in before the team ended evaluations. “They were ready to do the deal with ServiceNow when I joined, and I said, time out,” she explained. Gash instead wanted the team to look at a platform she’d researched independently through Gartner: TeamDynamix.
As the team went through the demo process, Goth and the rest of the team saw the benefits of TeamDynamix in comparison to the other vendors he’d talked to.
According to Goth, Freshservice fell away after a 30-day trial demo that felt like “the same thing” as what GVMH already had. Jira, meanwhile, lost points on fit: projects, contracts, and assets were scattered rather than unified, and even its terminology.
What ultimately won Goth and the team over was the TeamDynamix platform’s pre-built automation. Standing up a new workflow in ManageEngine ServiceDesk Plus took a week or two of configuration; in TeamDynamix, the same work takes 15 minutes. “That has benefited us on the front end,” he said, “but it also lets us focus on end-user satisfaction — getting the ticket to the right place on the first try.”
For a healthcare IT organization the size of GVMH, that difference wasn’t just a nice-to-have; it was critical to the decision.
GVMH is a rural healthcare system with about 1,200 employees using more than 200 software applications. This is a complex, high-stakes environment where service requests must be actioned quickly, assets need to be tracked carefully, and change management is a critical function.
“TeamDynamix is pretty straightforward and easy to use,” Gash said. “It makes it possible for a small organization like us to use this platform very effectively. But I’d say to a larger organization, it would be a good fit too. I’ve led teams of five to 800 IT professionals, and I can see the benefit of this system in both a small or large environment.”
Prior to bringing on TeamDynamix, the IT department had no consistent way to see any of the tickets or work being done. The team initially used ManageEngine ServiceDesk Plus, bolted alongside a separate ManageEngine module for project work and a third tool, Genuity, just to track assets.
Every request landed in the queue as the same generic ticket, with no way to see what it was actually about, how long it took, or where the pattern was. As Gash put it, “it was impossible for me to understand the workload coming into the team, how we were performing — capacity management was super difficult to figure out.”
“We moved to TeamDynamix to modernize service management,” explained Gash. “It has helped us expedite ticket resolution while improving resource capacity planning by bringing tickets and project work together in one view.”
Where GVMH once had no way to see its own workload, it now has a live dashboard.
Gash tracks ticket volume by month and by service — the bulk of it tied to the organization’s Meditech application — along with backlog trends and churn.
Average incident resolution time has moved steadily toward 10 to 11 hours, down from a baseline the team estimates was roughly 75 to 80 percent higher, and response time has dropped to under an hour on many days.
“Getting down to a 10- to 11-hour resolution time for an incident is really powerful,” Gash said. “And our customer satisfaction is super strong. I think a lot of that is because of these process changes we’ve put in place.”
Customer satisfaction surveys, turned on early, are now a standing part of Gash’s reporting. A knowledge base is being built so first-contact staff can resolve issues directly instead of routing every call to a specialist. And usage is spreading well beyond the service desk: Marketing now runs requests, everything from business cards to article write-ups, through the platform, and the team is preparing to bring the same formal, trackable process to the Scheduling department, where doctors’ schedule changes currently move through a slow back-and-forth of email.
“We’re seeing interest across the organization in the service management platform as a tool,” Gash said.
Before TeamDynamix, the GVMH IT team needed four different tools just to do the job that TeamDynamix now handles from one screen.
ITSM lived in ManageEngine ServiceDesk Plus. Projects lived in a separate ManageEngine module. Assets lived in Genuity. Endpoint management lived in Jamf. None of the systems talked to the others.
“That’s what is kind of nice about TeamDynamix,” Goth said. “Everything is under one pane of glass. It feels more organized to me than having multiple browser tabs everywhere.”
The migration to TeamDynamix moved fast. GVMH went live with most features and functions deployed in roughly three months. The client-facing service portal was customized in-house, using the organization’s own brand color scheme and iconography, and the self-service catalog was built out early, giving employees a place to make requests instead of relying on email chains, Gash said.
“TeamDynamix is super easy. I feel like it’s manageable. I don’t feel like I need to hire a bunch of consultants to manage this platform. That’s a very different experience from when I had ServiceNow.”
Healthcare doesn’t give IT teams much room for informal processes, as every asset, every change and every vendor contract needs to be traceable. GVMH didn’t have that discipline before TeamDynamix. Now it’s built directly into daily operations.
The team stood up formal change management for the first time, a simple, out-of-the-box workflow that’s now the system of record for every production change.
A configuration database is taking shape to track the organization’s technology footprint, and contracts now live in a centralized repository instead of scattered in inboxes, Gash said. With more than 200 software applications supporting 1,200 employees, that kind of asset and lifecycle visibility isn’t a compliance checkbox — it’s operational survival.
It’s also where Gash sees the clearest case for platform simplicity in a regulated industry: the fewer people it takes to keep the system running, the more of the budget, and the team, stays focused on patient-facing systems instead of ITSM overhead.
“That’s not a good story for a CIO,” she said of teams built around managing the tool itself instead of the mission. “You want those people supporting your EHR or your business systems, not stuck saying, ‘We can’t automate that because we don’t have it built out, and I need to hire a consultant’.”
GVMH is already planning its next moves: layering in a Workday integration to improve provisioning, and evaluating TeamDynamix’s Software Asset Management to replace what is currently a manual, error-prone process of tracking the organization’s software footprint.
For a CIO who came from environments where every one of those changes meant a specialist, a consultant, and a long lead time, the calculus at GVMH now looks very different. “TeamDynamix is super easy,” Gash said. “I feel like it’s manageable. I don’t feel like I need to hire a bunch of consultants to manage this platform. That’s a very different experience from when I had ServiceNow.”
That’s the shift at the center of the GVMH story: not a bigger platform, but a platform built to grow with the team instead of around one. Power without the complexity. Progress without the friction. And an IT department that, for the first time, can actually see the work it’s doing and prove it.
