Chad Blanchard Email & Phone Number

Seattle, Washington, United States

I was invited join Providence as a permanent team member and I happily accepted. In 2023 I continued to drive outcome improvements in end-to-end onboarding while reducing the necessary resources.

Greater Seattle Area

Unify Consulting immediately put me to work for Providence Health Care, within Administrative Technologies. We rolled out continuous improvement systems and digital tools that improved the end-to-end onboarding experience for staff and leaders across the entire organization.I also launched the Training and Organizational Design Community of Practice with my peers within Unify and was promoted to Practice Manager after 10 months with the company.

Seattle, Washington, United States

Just as my time with Valence was wrapping up, I was recruited by a colleague from my Neighborcare years to join the Polyclinic’s Continuous Process Improvement (CPI) / Lean Team. In 2021 I was promoted to also oversee CPI’s educational program. While at the Polyclinic, I launched the MSK Value Stream and managed its projects; this work resulted in the reduction in days to the 3rd next available patient appointments from 18 to 11 and minutes to resolving urgent referrals from 75 to 45. I also developed a ton of educational content, including the organization’s first CPI Leader training.CPI Training Program Manager and Senior Consultant Jan - Nov 2021Senior CPI Consultant 2019 - 2020

Bellevue, Washington

Valence brought me aboard to join a team of 3 senior change management consultants supporting Providence's “Accelerating to Health 2.0” initiative.

Renton, Washington

I helped give Valley a boost as it started its Continuous Process Improvement (CPI) / Lean journey by developing a 1-day course that was tailored to their specific needs and revising their existing CPI Leader curriculum.

Greater Seattle Area

The Seattle Cancer Care Alliance gave me an opportunity to lead a larger team, for an organization who was very invested in pursuing its Lean journey. While there I oversaw a team of 10 internal consultants and 3 embedded external consultants. The team increased the lab’s on-time rooming from 40% to 92%, launched the day long “CPI Fundamentals” (and taught over 300 students), and created a new model of care and physical space design for the multi-disciplinary Immunotherapy Clinic.

Greater Seattle Area

I moved to Neighborcare because, after 15 years at Seattle Children’s, I wanted to diversify my career, and I had an eye on management. 20 months later, I was promoted to manager of the Continuous Improvement (CI) / Lean team. While at Neighborcare, I led work that reduced the average days for patients to receive referrals to specialty care from 59 to 37 and routinely coached and reported results to the Chief Operating Officer, Chief Executive Officer, and other organizational leaders of all levels.Continuous Improvement Manager 2014 - 2015Process Improvement Consultant 2012 - 2014

Greater Seattle Area

I started at Children’s Hospital as a temp in the Radiology file room, hired to shuffle X-Rays to the basement for long term storage. Nine years and three promotions later, I started my career as a Continuous Performance Improvement (CPI) / Lean Consultant where I led improvement work all across the hospital, including three with the clinical nutrition team.Continuous Performance Improvement (CPI) Consultant 2006 - 2012Ambulatory Facilities and Equipment Coordinator 2004 - 2006Patient Care Coordinator, Pulmonary 1999 - 2004Radiology Assistant 1997 - 1999

Master'S Of Science, Management And Leadership

Ba, English Literature