- Led the VISN 8 Process Improvement & Innovation Program, which is transformed VISN 8 into a Lean-Six Sigma organization by developing policies and processes that support the VISN 8’s Strategic Objective – Culture of Improvement. - Developed the Lean-Six Sigma Program into a standardized program across VISN 8 by creating a central intranet site, organizing and leading monthly community of practice calls for Belts, creating VISN-wide tools and tollgates that align with the Lean-Six Sigma trainings, and establishing a VISN certification for Black Belts. - Worked closely with the Improvement and Innovation staff from seven facilities and network to develop standard work for the program, create a policy, and recognize exceptional projects. - Trained Yellow, Green and Black Belts using internally designed curriculum. - Mentored Facility Improvement and Innovation staff with program management, Green and Black Belts with improvement projects, and other VISN Leads with Lean-Six Sigma deployment and communication plans. Completed VA Mentor Certification. - Established and managed the VISN 8 Innovation and Spread Investment Program that supports front-line staff by funding innovative projects across the network and monitoring the outcome for potential spread across the network and VHA. - Facilitated portions of the Strategic Plan session and participated as a member of the Strategic Planning team. Offered guidance on proposed strategic themes, helped to structure the day, and served as a participant during the event.

- Lead complex project teams consisting of healthcare practitioners, support staff, administrators, and other engineers to redesign processes and policies within VHA.- Apply my expert industrial engineering and process improvement skills in the development and application of innovative engineering solutions and process improvement that enhance healthcare for veterans at the local, VISN, and national level. - Lead New England VERC health systems engineering fellowship program. Hired and supervised post-masters and post-doctoral engineering graduates. Developed curriculum on healthcare improvement that is widely applicable to employee groups.

- Teach OIE 500 Analyzing and Designing Operations to Create Value to 15 EMC employees enrolled in the corporate and professional education master’s program. This course focused on the operations of an organization focus on the transformation processes used to produce goods or provide services. A variety of statistical and analytical techniques are used to develop deep understanding of process behavior, and to use this analysis to inform process and operational designs. Operations design is driven by strategic values, and can be critical to developing and sustaining competitive value. Philosophies such as lean thinking, as well as technology-based techniques such as optimization and simulation, are explored as a means of developing robust and effective operations. - Teach OIE 544 Supply Chain Management to undergraduate and graduate students. This course builds an understanding of basic supply chain management concepts, provides a knowledge base for conversing with those familiar with supply-chain concepts. Both quantitative and qualitative analysis skills, especially those needed for designing supply chain processes and analyzing supply chain performance were covered.

- IE 486 Work Analysis and Design II Graduate Instructor, Jan 2011 – May 2011- IE 343 Engineering Economy Teaching Assistant, Aug 2010 – Dec 2010- IE 386 Work Analysis and Design I Teaching Assistant, Aug 2006 – Dec 2007 and Aug 2009 – May 2010 and- Graduate Assistant for School of Industrial Engineering, May 2009 – Aug 2009Research Assistant for School of Industrial Engineering, Jan 2008 – May 2009- IE 343 Engineering Economy Graduate Instructor, Jun 2007 – Aug 2007

- Applied hands-on engineering skills such as lean, human factors, and process analyses to identify problems and opportunities for operational improvements in the complex network of Shands Healthcare facilities, which is affiliated with the University of Florida Health Science Center and is comprised of two teaching hospitals (both are Level I Trauma Centers), two specialty hospitals, a variety of outpatient care centers, and a fleet of air and ground transportation vehicles.- Integrated industrial engineering practices with healthcare processes to reduce excess cost, increase patient throughput, and design layouts that streamline patient and medical supply flows. - Guided interns and newly hired management engineers with applying industrial engineering principles and concepts in a healthcare setting. - Participated in 23 engineering projects during fiscal year 2006, identifying a total of $1,045,235 innovative cost-savings, revenue enhancement and cost avoidance opportunities.