Allison Gardebrecht Email & Phone Number

Managed the implementation of multiple hospital readmission initiatives for a large managed careorganization which contributed to a 3% decrease in readmissions and $5.5M in annual savings• Standardized the readmission review process across 21 hospitals• Increased readmission review adherence from 40% at low performing locations to 96% acrossthe enterprise by increasing automation and access to real-time, accurate data• Trained and supported 600+ end users on the new technology, workflows, and standardprocesses• Updated readmission risk prediction model resulting in a 44% increase in patients receivingtargeted transitional care support at hospital discharge• Created real-time readmissions reports including doubling the primary metrics reported from 11to 20 to enhance operational decision making• Added 41 secondary metrics, including leading indicators and performance forecastingmetrics to support proactive operations

IRB member responsible for reviewing initial application submissions, changes of protocol, continuing reviews, and reportable events to ensure that appropriate steps are taken to protect the rights and welfare of human subjects participating in research studies.

Change Management professional responsible for project charter, timeline, communication, performance, and strategic planning in coordination with client. Created company-wide training matrix and highlighted gaps in current organization setup with proposal and action plan for improvement. Utilized Prosci ADKAR methodology.

Managed the execution of process improvement projects on-site at client locations throughout the United States. Included creating and managing scheduling, resources, scope, budget, timeline, risk assessment and mitigation, metric performance, and communication to C-suite stakeholders. Led team meetings, identified and resolved problems within both client and project teams, and trained team members as required.NxStage, Lawrence, MA (2019 – 2020) • Decreased missing product complaints by 18.5% by improving vendor communication and reporting to improve inventory visibility tracking through the supply chain • Reduced monthly shipments per patient by 9.13% by implementing a robust management operating system and coaching on active management • Increased courier cycle count adherence by 350% by streamlining the process and introducing regular site visits to manage complianceFresenius Medical Care North America, Waltham, MA (2019) • Reduced delivery time by 7% by optimizing delivery routes and installing oversight into driver execution, resulting in $5.7M savings • Optimized warehouse processes by installing active management operating systems focused on staging and loading product at 14 locations across United StatesRWJBarnabas Health Community Medical Center, Toms River, NJ (2018) • Realized $1.0M in savings by identifying and addressing over 100 workflow improvement opportunities between six hospital departments: PAT, SDS, OR, PACU, SPD, and Anesthesia • Reduced operating room (OR) turnaround time by 20% by refining case scheduling and installing integrated cross-departmental patient flow process, focusing on management behaviors and opening communication between departments previously performing in rigid silos • Conducted detailed data analyses on performance and submitted recommendations to improve OR block utilization by 53% for additional $1.2M in savings

Responsible for overseeing client relations, project timelines, budgets, and key milestones in addition to business development and coaching internal teams. Created key cost, speed, service, and quality metrics and taught client how to use them to monitor performance.MPC Inc., Walworth, WI (2017 – 2018)• Reduced setup time by 29% by creating pre-staging area and reducing tool room maintenance backlog• Improved schedule attainment from 38% to 81% by creating optimal run sizes based on safety stock

Led hospitals and healthcare organizations through process improvement projects focused on sustainable patient care and satisfaction. Managed team analyses, deadlines, and effectiveness and was responsible for project results.• Optimized and standardized discharge planning process between multiple departments (ED, IP, OB, ICU) to reduce inpatient length of stay at a 120-bed community hospital in New York by decreasing room turnover times and aligning them with discharges• Achieved surgical supply savings through preference card standardization in the OR and aligned staffing in the ED to reduce average length of stayACM Global Laboratories, Rochester, NY & York, England (2016 – 2017)• Created 11% capacity with current workforce, allowing room for growth without resource addition by improving communication and meeting discipline, reducing unnecessary tasks, improving team training, and installing a capacity planning tool based on project complexity for appropriate workload balancing• Installed a dedicated setup team, reducing handoffs by 50% and new project cycle time by 7 to 25 days• Improved site compliance by tracking errors and standardizing labels and sample disposal procedures

United States

Promoted to coordinate with healthcare teams to implement revenue cycle process improvements across various departments including patient access, utilization review, revenue integrity, coding, billing, collections, denials, appeals, customer service, cash posting, bad debt, support, and vendor management.Adventist Health, Roseville, CA (2015 – 2016)• Reduced Accounts Receivable (AR) by combined 34 days and increased monthly cash by $6.5M for two hospitals over six-month period, implementing improvements and analyzing and optimizing Cerner build to uncover numerous black holes and technical issuesLoma Linda University Health, Loma Linda, CA (2015)• Realized $21M recurring revenue cycle cash flow improvements, exceeding project expectations by 25%• Created denials management team and review process, uncovering over 120 issues leading to resolution action plans and reducing future denied claims

Supported process improvement initiatives by interviewing staff, analyzing issues, communicating recommendations, and helping clients implement data-driven solutions that enhanced their processes and performance.University of Arizona Health Network – now Banner Health, Tucson, AZ (2014 – 2015)• Optimized Epic setup, eliminating 150 excess workqueues, identifying 43 workqueues for $17M unworked due to ownership confusion, and updating denials routing to reduce duplication by 33%• Decreased customer service abandonment rate to 3% from over 25% by redesigning patient statements and customer service incoming call process, expanding online patient payment portal, ensuring online patient balances updated daily instead of monthly by vendor, and resolving additional patient complaintsPeaceHealth, Vancouver, WA (2013 – 2014)• Contributed to design, build, and implementation of Huron-owned software, proprietary technology providing single, comprehensive IT platform and workdriver for revenue cycle systems• Authored request for proposals for bad debt collections, self pay collections, and lockbox services on behalf of client, compiling returned results and ranking all responses to find best fitNorth Hawaii Community Hospital, Waimea, HI (2013)• Achieved $2.5M recurring and $555K one-time revenue cycle cash flow improvements at 33-bed, not-for-profit, acute care hospital operating at loss for 20 years by identifying lack of unpaid claims follow-up and implementing billing and collections priority matricesUniversity of California San Francisco Medical Center, San Francisco, CA (2012)• Guided Health Information System transition from SMS to Epic, increasing metric transparency through reporting capabilities

Madison, Wi

• Assisted students in understanding engineering design process, including teamwork• Graded weekly writing assignments and made sure students met lab goals

Beaver Dam, Wi

• Observed material flow and determined optimal replenishment levels to create the best layout and locations for material staging on two packaging lines• Determined and implemented ergonomic improvements on two manufacturing lines• Completed seven MSAs to validate four manufacturing lines to above a 3 sigma level

Portage, Wi

• Collected, analyzed, and interpreted data to improve manufacturing processes• Designed and implemented new quality assurance room, lean room, and multiple assembly areas• Designed and implemented new tool storage system for entire plant

Bachelor Of Science (Bs), Industrial Engineering, Major Gpa: 3.94/4.0

Activities and Societies: Society of Women Engineers, Institute of Industrial Engineers, Engineering Expo • Studied Industrial Engineering.

Study Abroad

Activities and Societies: UQ Beach Volleyball Club, Queensland University Exchange Student Society (QUEST) • Studied Engineering, Physics.