Responsible for design and launch of four new system service lines in Surgery, Women's Health, Acute Care and Primary Care. Development included physician and administrative leadership structures and mentoring new clinical Service Line leaders.Primary leader in the Clinical Enterprise restructure ensuring the organizations' quality, physician alignment, and service lines are structured and led in a way that optimizes agility and focus on growth.

The Senior Director, Service Lines (Heart & Vascular, Oncology, and Neuroscience) is charged with promoting and developing a culture focused on system-wide strategic integration as we transform the service lines from a volume to value clinical delivery model. This position is key in creating systems to identify and enable strategic clinical growth and system improvement initiatives, collaborating in setting system priorities, coaching improvement teams through successful completion of strategic breakthrough work, and partnering with leadership at all level for successful culture change that supports service lines delivering on the value equation of quality, service, and cost efficiency. This position facilitates integration of system-wide outpatient, inpatient, and transitional care, to create a comprehensive continuum of longitudinal care.The senior vice president works collaboratively with the senior director to develop and deploy strategy that supports the mission, vision, and values of the organization.

Responsible for system-wide integration and direction of Neuroscience services across OhioHealth. Key responsibilities include breakthrough/goal deployment development and execution, execution of clinical services and programs, process improvement and ongoing development and talent management for the program director and medical chief team. In addition, driving focused efforts on innovation, value and consumer driven care design and delivery with Neurosciences.

•Member of the enterprise value based care team; responsible for leading the transformation of the Cleveland Clinics’ integrated care model to help us better serve our patients and remain successful in an uncertain healthcare environment. This work positions us to be better prepared for risk based contracting and population management through our focus on outcomes, cost, and reduced variation in our delivery of care. •Co-leading the enterprise care path initiative; the foundation of our clinical care transformation strategy. Responsible for developing process, training, communications, support structure and monitoring plan with results including 12 disease based institutes developing 50 disease focused care path guides, care transformation pilots, and eMR integration. •Leads strategy and care transformation development and implementation for the Neurological Institute and related departments. Acts as a change agent, partnering with physicians in care transformation initiatives. Coordinates through Institute in collaboration with CI virtual team to ensure ongoing Continuous Improvement and drives translation of enterprise strategy through the operation.

Consultant with a Lean Six Sigma Consulting firm specializing in the Service Sector --Financial Services, Healthcare, Retail, Technology and Government. *Managed successful implementation of multiple biopharmaceutical product launches*Introduced and implemented value stream approach in a Fortune 20 Company’s Specialty Pharmacy -In pilot value stream: consolidated multiple disjointed pharmacy locations into Centers of Excellence with 25% reduction in days sales outstanding, 37% referral volume increase, 8 month revenue increase of 94% , 10% capture rate increase, and exceeding two consecutive annual goals of $20M increase in year over year annual revenue. -Resulting in the best turnaround time (referral to patient service) for these products in the industry*2009 President’s Award

*Operational development for Dublin Methodist Hospital; the Nation’s first all digital, wireless and paperless Pebble Project hospital, focused on patient safety in a healing environment-During construction through opening, development of operational plan and workflows for all clinical areas; seamlessly integrating 170 state of the art technology systems to ensure exceptional patient quality processes for this new non-replacement hospital-No JCAHO findings upon opening*Responsible for project selection and management of process improvement staff for Dublin Methodist and Grady Memorial Hospitals-Introduced and facilitated Goal Deployment (hoshin kanri) process for hospital executive leadership

*Responsible for implementing a Toyota Production based operating system within the plant through the use of standardized work, problem solving, and pull systems -Trained with Toyota Supplier Support Center (TSSC) -Results include: 28% improvement in productivity, 95% decrease in overtime -Responsible for managing 6 engineers covering 10 final assembly areas producing 60,000 pcs/day

*Responsible for a 3 shift manufacturing team of 3 salary and 60 hourly employees in 15 final assembly cells -Results include: no customer spills, all safety goals achieved -Producing 60,000pcs/day

*Perform financial and operational internal audits throughout the corporation in order to ensure risks are identified and effectively communicated to management and client*Special Project Assignments for corporate executive team -Evaluate future profitability of product lines throughout the corporation -Six Sigma certification

*Coordinated new business estimates with divisional engineering and finance teams*Represented manufacturing on product teams across 8 product lines*Tracked headcount requirements and maintained the 5-year business plan for a 1200 hourly employee plant *Developed manufacturing plan via routing standardization for over 2000 service parts numbers

*Coordinated start-up of new products for multiple product lines -Lead operations engineer serving as liaison between engineering, manufacturing, and customer*Responsible for the appropriation process, optimized manufacturing plans, cost saving initiatives*Responsible for manufacturing system planning and implementation in areas of material flow, containerization, workplace organization, visual controls, and pull systems *Facilitated lean manufacturing workshops for existing programs, resulting in: -60% reduction in product lead-time, reduced total product cycle time, 30% reduction in floorspace