Responsible for developing and evaluating operational optimization programs across specialties in the outpatient setting. Leveraging strong leadership, organizational, and communication skills to partner with leaders and business segments to address gaps across the quadruple aim.• Partnered with OB/GYN Group practice to create growth strategy and culture transformation plan.• Stood up Specialty Steering Committee to align national teams by improving visibility and creating coordinated strategy for specialty optimization. • Built a standardized framework and prioritization strategy for collaboration to optimize site of service and reduce total cost of care.

Utilized for high-risk, complex, enterprise, and cross-departmental projects. Applied a structured approach to partner with organizational leaders across clinical, ancillary, administrative, and executive leadership teams to plan and implement projects.Project Implementation• Facilitated evidence-based adoption of quality improvement initiatives at the department, service line and enterprise levels.• Guide conversations towards effective outcomes by promoting a collaborative, inclusive, solutions based and outcomes focused process to aide strategic implementations including EHR, IT, crisis management, quality and process improvement. • Created best practice aligned cardiac patient acuity classification to improve the patient placement system and promote appropriate resource management and bed acuity utilization.Crisis Planning• Led operational ad hoc groups during extended unplanned EHR downtime to design and implement new paper-based workflows & create reactivation plan.• Stood up 8 bed overflow unit to facilitate patient flow and improve operating room throughput. Education Coordination & Change Facilitation• Engaged cross-departmental leaders to create a cleaning supply procurement and educational roll-out plan due to pandemic supply chain instability. Using Prosci change management framework to facilitate change adoption that supports organizational objectives. • Applied Prosci change management framework to promote change adoption that supports organizational objectives.

Facilitated operational preparedness of $187 million building project to successfully transition into a new inpatient bed building.Organization Preparedness Planning• Ensuring project progress, role accountability and process clarity across teams and roles throughout planning and implementation.• Created a unit transition leader program, using change champions and subject matter experts through mock move trials and operational readiness planning to ensure a successful patient move process and new building occupation at Go-Live.Project Implementation• Facilitated on time and under budget building activation through weekly interdisciplinary collaborative planning meetings.• Executed a complex, multi-department, patient-and-family centered move process that safely transitioned ~100 patients into new care areas. Education Coordination & Change Facilitation• Leveraged deep knowledge of internal cultures and operational dynamics to integrate organizational and industry best practice with external consulting processes.• Collaborated with the training manager to identify and coordinate training needs for roughly 500 interdisciplinary staff resulting in 80% of survey respondents meeting the ability milestone in the Prosci individual model for change.• Promoted and reinforced patient-and-family-centered care processes in training, communication, and event planning.• Led organizational assessments and diagnostics to inform key investments in change and engagement approaches.

Planned and executed activities to support and promote staff competency, skill proficiency, professional development, and employee engagement.Organizational Effectiveness & Education • Planned and implemented an improved pediatric ICU nurse orientation program that aligned with adult ICU training. Reduced online training hours from 80 to 30 hrs. resulting in approximately $20,000 in PICU orientation cost savings per year. Staff reported improved satisfaction with pediatric training and onboarding process.• Pediatric Advanced Life Support (PALS) Instructor Employee Engagement & Professional Development • Improved staff participation in continued professional development through facilitated lunch and learn sessions, at the elbow support, coaching, and in-situ interdisciplinary mock scenarios.• Implemented new unit-based communication tools; a break room slideshow and Facebook unit teams account which promoted improved unit staff meeting attendance and facilitated positive team building and reinforcement of unit priorities.• Served as Secretary for the Green Mountain Chapter of the American Association of Critical-Care NursesAccreditation & Survey Preparedness• Participated in Joint Commission and preparedness planning.• Collaborated with internal audit teams to promote improved quality and safety.

Cared for primarily critically ill cardiovascular, neurosurgical, trauma, transplant, burn, and pediatric patients. Functioned as a member of the emergency response team, and frequently in the role of Charge Nurse.• Participated on unit based practice improvement committees• Served as mentor and preceptor to new nurses • Guest presenter at the New England Critical Care Conference, 2015; "Care Considerations for the Obese Patient"