• Developed a comprehensive playbook for the implementation of the iPeople Downtime product suite, which included detailed guidelines, best practices, and step-by-step procedures. This playbook facilitated streamlined processes, reduced implementation time, and provided a scalable framework that ensured consistency and efficiency for future expansions beyond the initial pilot phase.• Developed and implemented a robust support model for the iPeople Downtime product suite, overseeing system health monitoring, infrastructure management, and application functionality and support. Ensured continuous performance and reliability of key services of the system while making strategic decisions to support the broader rollout of the product.• Optimized the delivery of the iPeople Downtime product suite for a broader deployment by identifying & implementing key improvements and managing deliverables & timelines to ensure the additional rollouts of the product met quality standards across multiple healthcare sites.

• Managed the installation of radiology information system within the budget and schedule by monitoring high impact issues, coordinating across integrated teams, communicating with stakeholders, reducing potential risk by 75%, and boosting customer satisfaction by 20%.• Led 3 project teams of 3-5 people to complete the installation of a new Radiology Information System (RIS) for multiple community hospital by facilitating roles and responsibilities, training on system knowledge, implementing best practices, and managing install risk resulting in a 50% reduction in implementation time compared to the industry average.• Collected data on current state/best practices for two hospitals and conducted interviews with hospital managers and physicians, which resulted in a 90% on-time start of Radiology and Endoscopy for both hospitals.• Oversaw high level project timelines and deliverables, monitoring project status and risks to ensure success in different implementation stages of data collection, system readiness, and end user training by creating and maintaining a project dashboard with key metrics.

• Led a team to identify, implement and sustain the metrics and analytics needed to support the Radiology Division’s goals, by organizing brainstorming sessions, analyzing data and metrics, and presenting findings to the executive team.• Trained 100+ new hires across the division in the reporting specifics for our application by owning and modifying the course curriculum for the class based on feedback and evolving expectations.•Spearheaded investigation into Radiology Analytics reporting implementation practice that resulted in an organization wide overhaul, including new reporting and analytics tools, new data sources, and new processes.

• Coordinated cross functional teams for the launch of Epic's radiology application at two hospitals, through organizing daily dashboards and facilitating daily huddles with operations and end users, resulting in a 90% ticket closure rate and 100% satisfactory status achieved within the first week of application launch.• Implemented software for 2 hospitals using project management philosophies and Microsoft Outlook to facilitate communication between the project team, 3rd-party vendors, and healthcare professionals which resulted in a 30% decrease in software implementation times.•Directed software implementation by tracking tasks across the integrated project team, ensuring appropriate resource allocation, and by maintaining a supportive team structure to meet the minimum requirements of the software install, on time and within budget.

•Developed a spreadsheet database in Excel with Pivot Tables to track inventory from the entire warehouse and office, reducing the time it took to find items for employees and management by 75% over 3 months.• Coordinated the delivery of equipment and raw materials to an average of 55 jobs per week by leveraging company planning systems and time management tactics to meet a 95% on-time delivery rate.• Inspected and tagged 800+ pieces of equipment and assets in order to prevent company loss due to damage or displacement by organizing all equipment and assets in the warehouse resulting in an optimized warehouse flow.

• Created planning techniques for daily operations taking into account changes in building flow and crewing capabilities in order to achieve daily goal for output, and increase output by 10% and reduce downtime of equipment by 20%.• Reviewed the work orders for the assembly line and discovered a recurring issue in the production process contributing to the Work In Process (WIP) inventory of 10%. Reported issue to the management team. WIP decreased by 5% in the subsequent week.• Brainstormed strategies with senior management to counter loss due to non-conveyable freight, developed multiple solutions, and aided in game-plan implementation that decreased non-conveyable freight loss by 25%.• Managed and coached team members in outbound department by tracking their progress and following up with those underperforming. On days managing department, team was able to hit 100% goal attainment due to my coaching and the improvement of team members.

• Managed the tracking of freight shipments for 12 different accounts and the communication with carriers to minimize the load for the team in the peak season. This reduced the number of emails and phone calls received by team members to process orders by 25%.• Updated Excel spreadsheets daily with daily shipment volume and on-time delivery information for all accounts and communicated the results with account representatives; improved daily shipment accuracy by 10% and on-time delivery by 5%.• Monitored the delivery of shipments using Atlas systems to ensure each one was delivered on-time and damage free to minimize variable shipping costs. Informed the supervisor of shipments that were not delivered in order to ensure the shipments were not lost or stolen.

• Optimized the rental company's warehouse organization by applying 5S principles, analyzing data using spreadsheets, and reorganizing the warehouse layout to improve inventory location time from 20 minutes to 5 minutes so rental orders could be processed more efficiently leading to 100% on-time deliveries in 4 months.• Organized and led teams for the rental company portion of Whitehead to ensure that proper delivery procedures were met and assets were not damaged, which resulted in a 5% damage rate and a 95% customer satisfaction rate.• Maintained the exterior of the 7 properties owned by sweeping the sidewalks and sidewalks of the stores at least once per week, removing trash from the property, and managing a portion of the warehouse by processing returns and checking the inventory for overstock and damage to help the company save $1,000 in loss.

• Supervised the team sports department which involved selling baseball gloves and bats along with team sports services while ensuring customer service remained at an exemplary level by achieving a +5% sales growth while keeping the department in the top 5 across the company.• Minimized team sports department losses by $5,000 annually by following up on customer complaints, observing customer activity and keeping an eye on mispriced and misplaced items.• Assigned to close the department by locking up the equipment at night, arranging the storefront according to company standards, and organizing the department flow for the optimal customer experience the next day.• Processed weekly team sports inventory and ordering for new arrivals, managed customer service requests, and organized merchandise displays.