How INTEGRIS Health Unified 57 Approval Teams into One Enterprise Contracting Process

For more than 100 years, INTEGRIS Health has served Oklahoma as the state’s largest health system, supporting more than 13,000 caregivers across 20 hospitals, nearly 500 clinic locations, urgent care centers, telehealth sites, and a clinically integrated provider network. Every operational improvement ultimately supports one mission: enabling caregivers to focus more of their time on delivering exceptional patient care.

The challenge

As INTEGRIS Health continued to grow, so did the complexity of managing contracts across the enterprise. The organization relied on paper-based approval processes supported by emails, conversations, and manual follow-up. Business owners often had little visibility into where a contract was in the review process or how long execution would take. Approval paths varied, standard templates gradually diverged, and buried contractual obligations became increasingly difficult to identify after agreements were signed. Leadership also lacked the reporting needed to understand contract volume, performance, and organizational risk.

Rather than immediately searching for new technology, the Legal Operations team recognized a different problem. The organization first needed to define how contracting should work before deciding how software should support it. “We quickly realized…we weren’t ready,” said Ryan Whitehill, Program Director of Legal Operations and Data Management. “We needed to spend some time on ourselves first.”

Over the next two years, INTEGRIS intentionally focused on advancing its contracting maturity. Teams standardized contract types, modernized templates, established governance, documented  intake requirements, refined approval paths, and identified the metrics leadership would ultimately use to measure success. By the time the organization issued its CLM RFP, it understood not only what technology it needed, but how contracting should operate across the enterprise.

“We needed to work on ourselves first”
– Ryan Whitehill, Program Director of Legal Operations and Data Management

The solution

Working with Agiloft and implementation partner Epiq, INTEGRIS transformed that operational vision into a modern contract lifecycle management platform designed around organizational risk rather than organizational hierarchy. Instead of simply digitizing existing processes, the implementation established a standardized enterprise contracting model capable of supporting every stage of the contract lifecycle while providing the flexibility to continuously improve over time.

One of the team’s most important decisions was implementing the system in two phases. Rather than attempting a large-scale rollout across the entire organization, INTEGRIS first deployed Agiloft within a smaller, more operationally mature group. That initial implementation allowed the team to validate workflows, refine training, identify improvements, and create internal champions before expanding to the broader organization. According to Whitehill, that phased approach ultimately became one of the project’s greatest strengths because it reduced implementation risk while significantly improving adoption.

“Because of all the work that we had done, we felt like we knew ourselves really well. We had strong requirements. We understood exactly what was going on.”
– Ryan Whitehill, Program Director of Legal Operations and Data Management

‍Implementation included

• 51 contract types
• 31 contract templates
• 406 standardized clauses
• 5 enterprise workflows
• 57 approval teams
• 3 AI-powered contract review screens
• 7,000+ migrated contracts and attachments
• Two-phase implementation
• Enterprise API integrations

“We immediately got transparency into what we’re doing. We’re able to tell volume, statuses – immediate insights into everything.”
– Ryan Whitehill, Program Director of Legal Operations and Data Management

The impact

The results extended well beyond replacing paper with digital workflows. INTEGRIS immediately gained enterprise-wide visibility into contract requests, approval status, workload, and governance activities. Contracting moved from fragmented departmental processes to a single, standardized enterprise workflow, allowing leaders to understand exactly where contracts were, who had reviewed them, and where bottlenecks existed. Teams that previously relied on emails and hallway conversations to track work could now access real-time information directly within the platform.

The organization also strengthened governance by embedding consistent review processes throughout the contract lifecycle. AI now assists reviewers by identifying non-preferred language, highlighting contractual risk, and promoting greater consistency across negotiations. Standardized approval workflows ensure appropriate stakeholders participate based on contract risk, while detailed documentation provides a complete record of the review process—something leadership noted had never been available before.

Perhaps most importantly, the implementation established a foundation for continuous improvement. Because Agiloft’s nocode platform allows internal teams to modify workflows without extensive development effort, INTEGRIS continues refining the system as business needs evolve. The organization is expanding its use of AI-powered review through Astra, strengthening reviewer documentation, establishing enterprise KPIs, and using contract data to drive operational decisions that were previously impossible. Rather than viewing implementation as the finish line, INTEGRIS views it as the beginning of an ongoing improvement strategy.

“There’s a lot of value stored in contracts, and Agiloft allows you to extract that value many different ways.”
– Ryan Whitehill, Program Director of Legal Operations and Data Management

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