Develop and implement evidence-based best practices with an overarching goal of improving quality of care,reducing cost of care delivery, and enhancing the patient and staff experience. Facilitate a culture ofinterprofessional engagement for the common goal of providing excellence in patient care.

Built start-up, from the ground up, and leveraged technology to develop the right process and form a greatteam. Oversee strategic partnerships with insurance providers, provider networks, and intermediaryorganizations. Lead Homecare Program and form strategic alliances with corporations that drive employee wellnessprograms. Designed EMR technology for teleconsultation and homecare processes unique to Syncremedies. Raisedcapital to fund initial operations. Grew company 500% and made it profitable.

Instrumental in launching multiple clinical programs within Digestive Health Service Line and ensuring theirgrowth and clinical effectiveness. Led Program Assessment: Evaluated current state and capabilities and future needs of various clinicalprograms within Digestive Health service line. Built multidisciplinary teams: Brought together clinical and wraparound service providers across variousdisciplines to collaborate on addressing clinical and operational challenges. Formed a Data Analytics team to develop the methodology and process for data analysis and reporting;instrumental in building the service line dashboard. Led Care Model Implementation: Developed care models based on clinical programs and implementedacross the network.

Served as clinical expert in Population Health and bridged gap between technology, business, and clinicalaspects of the company. Collaborated with Primary Care clinics to achieve HEDIS measure targets. Product Development: Designed technology platform for Population Health (HEDIS measures for ACO /Direct Primary Care organizations). Client / account management and strategy. Clinical workflow consulting.

Led Clinical Effectiveness Program focused on IHI's "Triple Aim": 1) improving quality of care, 2) reducing costof delivery of care, and 3) enhancing patient experience. Managed program across Stanford hospital andclinics by partnering with key stakeholders, including physicians, clinicians, finance, health IT, clinicalinformatics, supply chain, and pharmacy. Achieved and exceeded financial targets ($40M+) for clinical effectiveness within first 3 years of launchingthe program. Supervised Clinical Effectiveness Analyst, who helped quantify cost savings for Clinical EffectivenessProgram for 1.5 years. Partnered with and mentored 5 Quality Managers to effectively launch and lead clinical effectivenessprojects within clinical departments. Spearheaded Clinical Documentation Improvement Program. Directed identification and rollout of quality metrics (PQRI) across all Primary Care clinics at Stanford.

Executed hospital-wide quality and performance improvement projects that enhanced quality of caredelivered across the institution. Directed clinical, financial, and operational evaluation (gap analysis) and provided recommendations onadoption and promotion of clinical technologies and therapies. Co-led Specimen Rejection Project. Successfully instituted a quality improvement infrastructure and ledcross-departmental interventions that reduced rejected specimens by 30%. Co-led MGH Bar-Coded Patient ID Project Task Force. Successfully instituted bar-coded wristbands for allin-patients and Emergency Room patients. Patient-identifying barcodes helped launch Medication SafetyProgram and Specific Rejection Program. Co-led Communication of Critical Test Results Task Force: Coordinated and developed policy forcommunication of critical test results across various testing services for all in-patient and outpatient visits.The process leveraged nursing to identify and highlight critical results for physicians.