Responsible for identifying new opportunities for growth across the health system through new market and service line development, maintaining existing strategic partnerships, and fostering new collaborative relationships with providers and other organizations in our market. Additional responsibility for executing strategic tactics from organization-wide plans to ensure financial sustainability and market positioning. Direct oversight and responsibility for key programs and physician practices to include: Chesapeake Regional Breast program, Surgical and Non-Surgical Weight Loss, Women's Services, Orthopedics, Neurosciences, and several physician co-management committees. Intimately familiar with and responsible for several projects requiring the acquisition of a Certificate of Need in both Virginia and North Carolina. Management of hospital's Bundled Payment for Care Improvement program, driving necessary change for improved patient outcomes, physician alignment and financial performance. Proven experience with the Authority Board in presenting information, leading discussion, and driving a decision-making process based on strategic analysis and recommendations.

Directly responsible for all operational aspects of a $20M ambulatory services division of Bon Secours Hampton Roads. Largely involved in strategic decision making, new program development, and strategic growth for two healthcare destination ambulatory campuses and additional ambulatory services at three acute care facilities. • Manage day to day operation of ambulatory campuses in Suffolk and Virginia Beach, directly overseeing six imaging departments, 2 outpatient labs, regional PET/CT services, endoscopy center, and property management functions on both campuses.• Produced the Health Center at Harbour View’s highest ever operating margin at nearly $20M in the campus’ 14th year in operation• Improved patient experience, leading to patient engagement scores consistently above the 90th percentile and the highest throughout all of Bon Secours Health System’s 21 local systems• Achieved top decile employee engagement for 3 consecutive years, topping the list for campuses throughout the entire health system• Developed and successfully implemented a regional PET/CT program, exceeding volume and margin expectations by 75% after a year of operations, yielding $650,000 versus a projection of $366,000 in contribution margin• Opened a retail pharmacy on the Harbour View campus to fill the nearly 130,000 prescriptions written on campus each year, coming in under the $450,000 project budget and exceeding the 40% capture rate for campus-driven prescription volume within initial 12 months• Implemented the system’s first 3D digital tomosynthesis mammography unit, stereotactic and MRI guided biopsy, improving the comprehensive service offerings at the Breast Center• Led the development of a regional imaging services marketing campaign to target referring physicians and patients directly, driving imaging volume to outpatient imaging departments throughout Hampton Roads resulting in the recovery of a 2% loss in radiology market share in the previous year.

Oversee and direct all activities related to patient, physician, and employee engagement at 180 bed DePaul Medical Center with an annual performance goal of exceeding the 90th percentile, while actively participating on various committees and workgroups throughout Bon Secours Virginia, aimed at improvement all aspects of engagement. Also responsible for employee engagement planning and coaching, monitoring action plans, directing patient and employee rounding programs, and facilitating the patient grievance process.• Led a physician engagement survey with record-breaking response rates, exceeding all prior years and surpassing expectations by nearly 20%• Developed and implemented numerous employee engagement events and campaigns each month, continuously educating employees about survey questions, their meaning, and our goals• Created a standardized, interactive dashboard tool for system wide patient engagement to facilitate result reporting and best practice sharing• Implemented a patient journal program for proactive patient engagement during a hospitalization, leading to improved HCAHPS score on several units• Redesigned New Employee Orientation programming to include a more robust module for patient satisfaction and HCAHPS performance expectations

Managed daily operations of system-wide service excellence division, including service excellence personnel, receptionists, and switchboard communications departments. Oversaw survey tool selection and administration for patients, employees and physicians, including initial introduction of and education surrounding HCAHPS. Redefined Service Excellence standards throughout the health system, while maintaining regulatory compliance with regards to patient complaints and grievances. • Created a new patient satisfaction indicator and goal structure by department throughout the health system to better capture patient satisfaction with the entire experience and compare to benchmarks when applicable• Built and implemented proactive service discovery and complaint resolution service recovery program, creating a more collaborative effort between clinical and non-clinical departments • Implemented a unit recognition program to focus on proactive departments with positive patient satisfaction results, creating an opportunity for best-practice sharing and coaching of departments failing to meet system wide goals and benchmarks • Led vendor selection process for satisfaction survey administrator, adding employee and physician surveys to contract for correlation studies and to better monitor ongoing improvement initiatives• Restructured grievance review and response process to increase department leader involvement, resulting in a decrease in time from complaint or grievance received to full resolution.• Formed a new guest services division, comprised of receptionists, operators, and volunteer greeters, within the Service Excellence division to enhance the patient and visitor experience• Developed and led mandatory Cultural Competency and Service Excellence courses through Organizational Development

Fully responsible for the day-to-day operations, financial performance, strategic development, and overall success of the health system’s Nutrition and Diabetes Management Center. Referral network development work and outreach with area physician practices, patient seminars and workshops, and employer-sponsored health initiatives throughout the community. My team was focused on improving the health of patients it serves by increasing patient compliance with treatment plans, reducing hospital readmissions, providing medical management of diet and chronic conditions, and promoting overall healthy lifestyles through a variety of community and employee-focused wellness programs. • Achieved 15% growth in patient volumes after 6 months in a historically poor-performing department• Implemented new appointment scheduling system to increase efficiency, minimize no-shows, and track and analyze referral and scheduling data• Prepared and managed $600K annual department budget • Identified key segments of the community without proper nutritional resources and developed appropriate programs, targeting high-risk populations• Partnered with Guilford County school system to implement nutritional education and cafeteria best practices, enabling school leaders to make informed decisions about the food offerings at their facilities• Relocated and restructured department to cut costs and improve satisfaction of both patients and employees• Developed and led marketing plan that included physician referral network development strategies, direct to employer strategies, and direct to patient marketing tactics

Under the immediate direction of the health system Chief Executive Officer, engage and actively participate in all executive, governing board, and departmental leadership meetings, complete projects and strategic initiatives, create, update, and distribute tracking tools for key performance indicators throughout the system, while completing rotations throughout the Health System to develop thorough understanding of health system structure and departmental activities, while identifying areas of potential opportunity. • Facilitated new employee orientation and several organizational development courses as assigned by the Chief Development Officer• Monitor progress and update tracking tool for system-wide and division specific strategic goals and tactics on a monthly basis• Completed the building of a specialty Spine Surgery observation unit at the flagship hospital, coming in under budget, exceeding the 99th percentile for patient satisfaction, and resulting in a 30% increase in spine surgery volume in the first year of operation. • Developed, piloted, and implemented a 12-week employee wellness program for those with chronic conditions resulting in a corporate nutrition and wellness program that was then offered to area businesses as a direct-to-employer service.• Led initial phases of a system-wide labor and productivity study, identifying $9million in potential labor savings that was later implemented• Coordinated a community health screening program in partnership with United Healthcare, generating over $50,000 for indigent care clinics and screening over 500 county residents for high-risk conditions• Served as one of the region’s five Loaned Executives to the United Way of Greater Greensboro, fully responsible for the health system’s $620,000 employee giving campaign as well as campaigns at other businesses throughout Greensboro and neighboring High Point.

Achievements: - Restructured and integrated inpatient and outpatient interpreter services departments - Streamlined request processes for Interpreter Services through redesign and implementation of dispatching and tracking software - Created a tool to measure and improve Inpatient Satisfaction with Interpreters - Pioneered a new program for Satisfaction and Service Recovery - Established a Pain Management Study for inpatient units struggling with patient satisfaction scores - Researched potential Mystery Shopper programs for Quality Control purposesResponsibilities: - Produce monthly newsletter for Interpreter Services - Process and track monthly statistics for Interpreter Services including response times and patient satisfaction - Develop, manage and implement projects as assigned by department director

Achievements: - Working with other local response agencies, lead revision of existing hurricane policies to develop a better equipped and thoughtfully planned multi-agency response system - Initiated implementation of Hospital Incident Command System and necessary training of hospital staff - Led efforts toward successful submission of Certificate of Need Application for additional inpatient beds - Coordinated Medical Volunteers for first annual Outer Banks MarathonResponsibilities: - Conduct rotations throughout hospital to develop knowledge of department activities - Actively participate in Senior Leadership meetings - Attend all Board Meetings and several community organization meetings - Attend and participate in system wide leadership meetings with University Health Systems of Eastern Carolina

Achievements: - Performed successful comparative analysis of electronic medical record vendors that led to a selection and implementation of product - Successfully recruited and onboarded a new otolaryngologist into practice - Streamlined front office procedures through systematic comparison of office procedures at multiple office locations - Successfully built and opened new office location, attracting a new referral network and patient population which exceeded budget predictions during the first year of operationResponsibilities: - Learn all aspects of physician practice management through an internship experience with direct reporting relationship to the Practice Manager - Develop a true understanding for physician relationships and various physician employment opportunities - Participate in strategic planning activities with the management team to pinpoint key tactics for positive growth and practice development