Responsible for day-to-day administrative and supervisory functions related to the operations of the Bath and Stow Radiology departments. This includes all imaging modalities within the center and ancillary personnel at the locations. Collaboration with others to promote the smooth, efficient flow of patients through the Diagnostic Imaging Center and provide support and/or assistance as needed while promoting teamwork and leadership. ◾️ Handpicked by Imaging administration to take over leadership of the Bath and Stow radiology departments with 2021 net operating revenue of ~$24M, expenses of ~$4.5M, and annual imaging volume of 87K+. Direct a team of 48 high-performing caregivers in day-to-day patient care.◾️ Facilitated an increase in Office of Patient Experience patient satisfaction 5 Star Ratings by over 8 points for Bath and 6 points for Stow from 2019 — 2022 YTD to place both in the 99th percentile for comparable sites. ◾️ Press-Ganey scores for Caregiver Engagement have demonstrated marked improvement from the lowest rating (tier 3) sites to the highest (tier 1) rating.◾️ Contribute to department strategy setting and aligns objectives and programs to reach short and long-term goals. Programs cover administrative functions, process efficiencies, policy development, quality of care, revenue and cost management, and administrative and operational effectiveness. ◾️ Point of contact for resource management, including developing caregiver schedules, monitoring utilization, administering payroll, performing performance reviews, and handling caregiver discipline.◾️ Responsible for ensuring compliance with Quality Assurance and Performance improvement initiatives◾️ Selected as a top leader within the organization to attend the five-module Lead Forward Empowering Others development program focused on leadership, relationship building, and healthcare business acumen.

Responsible for day-to-day administrative and supervisory functions related to the operations of the Bath Health and Wellness Department of Radiology. This includes all imaging modalities within the center and ancillary personnel at the location. Collaborates with others to promote the smooth, efficient flow of patients through the Diagnostic Imaging Center and provides support and/or assistance as needed while promoting teamwork and leadership consistent with the overall mission of Akron General Health System. Supports and promotes best practices as part of the management duties.◾️ Directed 28 caregivers in providing outpatient radiography, ultrasound, CT, MRI, and BMD services supporting both outpatients, a busy free-standing emergency department, and a fast-paced ambulatory surgical center.◾️ This was a period of rapid change inside our department. During this time we adopted all new workflows as we converted from old systems to Epic Electronic Medical Record, Syngo Radiology Information System (RIS), Impax Picture and Archiving and Communication System (PACS), Workday, Kronos, StrataJazz, Concur and others while converting to from Akron to Cleveland Clinic Imaging Institute protocols and practices.◾️ Integral in maintaining effective and efficient patient flow, driving operational excellence, and alignment with clinic goals and objectives. ◾️ Conducted budget, performance, and quality audits. Evaluated and advised on resource training. ◾️ Member of the Environment of Care committee that served the Bath Health and Wellness Centers. Performed random Safety audits of other departments at the facility and had voting rights for safety initiatives in the outpatient facility.◾️ Member of the Veteran's ERG (Employee Resource Group) whose goal is to mentor newly hired veterans and to support the veteran population throughout the Clinic.

Performs all requested sonographic examinations as ordered by the attending physician including but not limited to: Abdominal; Abdominal Vascular; Superficial; Transplant Evaluation; Thyroid; Pelvic; Testicular; Peripheral venous; Vein Mapping for Fistula Placement; and Assist with Sonographically Guided invasive procedures. ◾️ Worked with Radiologists to establish fixed sonographic protocols that were based on ACR recommendations and included ACR appropriateness Criteria. This not only standardized imaging amongst the sonographers but was praised as a teaching resource by area sonography schools.◾️ Worked as a preceptor for point of care (POC) ultrasound under the Emergency Department Attending Physicians. Lectured and assisted with hands-on scanning in the emergency department with resident physicians.◾️ During this time frame I was invited by the ARDMS to volunteer for an Item (Question) Development seminar. This team reviewed and edited draft questions and determined which should be included in pilot versions of the examinations. I attended both the RDMS and the RVT credentialing exam seminars representing as an experienced professional from Northeast Ohio and a busy Level 1 trauma center.◾️ Prepares preliminary reports and contacts referring physicians when required, according to established procedures. ◾️ Coordinates with other staff and departments to assure appropriate and timely patient care is provided. ◾️ Addresses problems of patient care as they arise and makes decisions to appropriately resolve the problems. ◾️ Worked with the Manager of Quality and Safety to ensure compliance with high-level disinfection (HLD) of ultrasound probes when appropriate.◾️ Assumes responsibility for the safety and well-being of all patients in the sonographic area/department. ◾️ Provides in-service education team on requirements of sonographic procedures as requested by other members of the health care team.

I'm an operations officer at the 307th Medical Brigade, working in the S3 shop.

◾️ Direct 84 part-time reserve medics, paramedics, maintenance, and support personnel along with four full-time administrative personnel. Oversee ~$23M in inventory, including 24 ambulances.◾️ Four months after taking command, was able to successfully take the unit to the first large scale joint, multi-echelon theater-level training event after the COVID lockdown exercised by the Army Reserve. Despite the exercise being the first official annual training for the unit and the first annual training for most of the Soldiers, the unit performed exceptionally on all metrics. ◾️ Planned and executed a missing to Central America where medics were able to support Air Force and Army Engineers and humanitarian missions. This included sending 8 ambulances, equipment, and supplies.◾️ Responsible for discipline, morale, health, and welfare of 84 Soldiers and their families.◾️ Responsible for developing a five-year training plan that builds individual, collective, and unit-level tasks and resourcing and supporting all unit training.◾️ Responsible for overseeing individual professional development and readiness of all Soldiers.

Medical Readiness Training Command is tasked with facilitating simulated large-scale combat exercises for the Army Reserve. ◾️ Initially trained to lead the Effects and Enabler Cell. Nicknamed call-sign "Hollywood" this team is the group that provides all simulated casualties. Casualties include role players with simulated wounds, mannequins, and fully functional simulated casualties that could present decompensating combat injuries. Duties included managing both civilian and military role players along with meeting all-time synchronization requirements.◾️ In my second year with MRTC, I was sent to the Observer Controller / Trainer (OC/T) Academy. This training taught me how to partner with Company Commanders to find out their unit training needs. How to take those needs and simulate those situations in a tactical environment and then provide feedback on how the company performed according to Army doctrine.

A forward surgical team is a unit that takes surgical capability far forward of fixed medical facilities. The unit has 25 personnel including surgeons, nurses, paramedics, operating room technicians, and one executive officer. As the executive officer for the 848th FST, I was the primary planner overseeing all training, readiness, maintenance, and resourcing. ◾️ Assisted the unit in attending two large-scale tactical combat simulation exercises including all planning, logistical movements, personnel movements, and training necessary to ensure mission success.◾️ Planned and resourced the unit for a deployment to Afghanistan. During this mission, I supported multiple small trauma surgical teams spread throughout the country both fixed and mobile supporting the special operations community. We had to be able to resource both supplies and equipment rapidly when necessary.

I enlisted as an x-ray technician while I was in high school and attended basic training and x-ray school upon graduation. This is where I had a lot of leadership experience both good and bad. I will summarize some of the highlights here.◾️ While enlisted, I served in every leadership role up to and including the First Sergeant position. This included a lot of experience speaking to large and small groups. As an NCO I was one of the primary trainers for the unit and have extensive experience planning, resourcing, and executing training events.◾️ I attended the Equal Opportunity Leadership course and served as a Battalion Equal Opportunity Leader both at the unit and while deployed to Iraq. This program ensures equal opportunity and fair treatment of all without regard to race, color, religion, gender, national origin, or sexual orientation.◾️I attended a number of support schools including the Unit Movement Officer Course, Container Control Officer Course, Battle Staff NCO Course, Master Resiliency Training, United States Army Reserve Training Plan Development Course (TPDC), First Sergeant Company Commander Course, all NCO professional development courses up to and including the Advanced Non-Commissioned Officer Course.◾️ Quickly after being promoted to Sergeant, I was granted the role of NCOIC of Radiology. This is the senior radiographer that is charged with all equipment and personnel assigned to the Radiology section. This was a role that was designed for someone two ranks higher.◾️ After my first deployment (2004) I changed my primary responsibility from Radiology to working in the operations cell. We planned and tracked all metrics associated with the Combat Support Hospital. I gained extensive experience working with Microsoft office. I have a lot of experience preparing and briefing slides. While deployed to Iraq we did split-based hospital operations and I was the lead operations NCO at my site.