•Directed UNC Caldwell Gastroenterology (GI) service line comprising 3 clinics, Ambulatory Surgical Center (ASC), and Hospital OR with a $5+ million annual budget; ensuring cost-effective care, quality, efficiency, and compliance with governmental regulatory guidelines•Evaluated Tableau Dashboards, Financial Statements, Operational Databases, and leverage Business Intelligence Platforms to drive quality and organizational improvement while ensuring fiscal responsibility and resource sustainability•Outperformed budgeted service line net income by $60,000 with a 28-percentage point increase in clinic visits, and a 21-percentage point increase in GI procedures year-over-year• Led a care model optimization project resulting in a 10 percent decrease in out-migration of GI referrals over a three-month period among Caldwell Primary Care Physicians Network (CPN)•Facilitated the opening of an additional GI clinic in the Catawba market resulting in an increase of 2,600 patient visit appointments annually with the capacity to grow•Attained a 200 percent increase year-over-year for online scheduling, additionally converting 91% of referrals to appointments amongst all 3 GI clinics which led to being regarded as a top performing service line

•Reported directly to the CEO, participated in all Senior Leadership Meetings, and led system-wide initiatives throughout the enterprise•Guided a multidisciplinary team focused on improving the Emergency Department patient experience, resulting in a 16-percentage point improvement year-over-year on Press Ganey surveys•Managed an interdisciplinary team focused on reducing waste and inefficiency in the Emergency Department, resulting in a projected $110,000 annual cost savings in supplies•Collaborated with the Chief Nursing Officer and Nursing Floor Managers to develop and implement a digital leader rounding tool to ensure that our inpatient population needs are effectively addressed, resulting in a 10% reduction in call bell notifications•Conducted a comprehensive design with key stakeholders for our Inpatient Pharmacy space, workflow, and processes as part of a $33 million Enterprise Capstone Project

•Assembled a new service line focused on scheduling same-day appointments for chronic UTIs, post-op complications, and other low acuity problems, resulting in an annual increase of ~100,000 available patient appointment minutes•Partnered with the Integrated Call Center to ensure proper workflows, processes, and policies for the 24/7 patient hotline; ultimately eliminating unnecessary patient calls to faculty physicians•Coordinated a clinic time study within the Urology Department to identify current clinic workflows, waste, pain points, and areas for greatest improvement; presented my analysis to the department administrator and made suggestions of appropriate next steps

•Analyzed a robust dataset of current referral practices; created a process referral map of provider affiliation and geographic location•Assessed external referral data to interpret the current market threats, opportunities for growth, and vulnerabilities within the system•Evaluated current physician liaison activity and recommended how to manage and grow key services within the Iowa market•Utilized Tableau, Excel, and PowerPoint to visualize findings and provide insight to senior leadership to drive decision making•Conducted a space utilization survey to ensure space optimization and appropriate use of facilities

• Created the 2020-2021 Iowa Opportunities directory through surveying healthcare executives and providers• Instructed physicians on contracts to ensure competitive compensation and overall fairness of the contract• Performed data analysis for workforce and practice management presentations given to Iowa physicians and health care systems

• Conducted an environmental assessment to understand market share, evaluated financial reports, and patient satisfaction surveys• Facilitated Key Stake Holder Interviews for CEO, ultimately reporting the strengths, weaknesses, opportunities, and threats within the organization along with recommendations by planning a board and leadership strategic retreat

• Reviewed uninsured patient accounts and facilitated $57 million in annual uncompensated care coverage• Headed team-based efficiency project resulting in $4 million annual increase in patient revenue• Advocated and educated patients to understand medical charges resulting in collection for associated charges• Attained above 100% productivity and accuracy on all measured assessments such as quality and compliance• Ensured back-end revenue cycle operations and served as a designated peer trainer

• Supervised project to improve the intake process and patient experience; proposed a plan of action projected to result in a 40% increase in up-front collections in 2021• Developed a policy to ensure proper medication disposal• Instituted a lift team to ensure patient and employee safety

• Coordinated registering patients, handling associated financial arrangements, arranging subsequent services, and ensuring overall patient satisfaction• Facilitated overall efficiency of the clinic, including provider adherence to timely schedules• Achieved 98% accuracy on patient profile audits