Responsible for two large hospital campus’ at Banner Health Systems. Top 10% employee engagement leader.Banner Boswell Medical Center is a 410 Licensed Bed Hospital. Banner Boswell is Nationally recognized for cardiovascular preventive care, diagnostic services, medical, surgical treatment and rehabilitation. Banner MD Anderson comprehensive cancer care.Recognized as a top performing hospital in cardiac care, receiving the highest rating, 3/3 Stars STS past 4 years & 3/3 Stars STS Thoracic Surgery for Lobectomy for Lung Cancer and Lung Cancer Resection. Banner Del E. Webb Medical Center is a 390 plus bed medical center specializing in cardiac services, women’s health and maternity, robotic surgery, and orthopedics. Recognized Nationally for excellent stroke care.

Warner Pacific is a private liberal arts university offering undergraduate and graduate degrees. I am a subject matter expert in healthcare organization course development. . I teach courses to students in nursing and healthcare administration.

Swedish Cherry Hill Medical Center, 349 bed cardiovascular and neurological specialty disease hospital, including inpatient rehabilitation, providing complex surgical, and interventional procedures, including LVAD, ECMO and multiple ancillary departments. Responsible for implementing shared governance, improving patient experience and creating efficiency to be cost competitive in the market. Report directly to CEO/Indirect to Regional CNO. Implementation of Daily Management /Learning Boards  Improved HCAPS for emergency and hospital, overall satisfaction. Improved quality metrics around preventable harm. Co-Chair regional Ethics Committee, Ethics Consultant, Campus Co-Chair Workplace Violence Committee, Co-Chair Campus Patient Experience Committee. Successfully led strike management, and reintegration of caregivers. Operation leadership of hospital.

400-bed tertiary care, Level II trauma medical center which includes Level 3 NICU, Pediatrics, Women’s Surgical and Interventional ServicesAligned leadership and staff behind a shared strategic plan and vision to improve performance across programs and units, including home-health hospice, inpatient hospice, urgent care, and inpatient behavioral health.*PATIENT SAFETY & QUALITY MANAGEMENT: Promoted patient-care excellence by establishing Patient/Family Advisory Council (PFAC), co-chairing Care Experience Hospital Council, and sponsoring Hospital Coordinating Council. *Improved patient safety and “days since last” statistics for CAUTI, CLABSI, and HAPI by installing and enforcing Daily Management System and immediate debrief process.*PATIENT EXPERIENCE & FINANCIAL OUTCOMES: Decreased LOS from 4.80 to 4.00 days by initiating discharge rounds and geographical patient placement; actualized further financial benefits by capitalizing on LOS savings to introduce private rooms.*PROGRAM SUCCESSES: Triggered spike in Outpatient Hospice referrals from outlying communities by partnering with the community hospital and adding clinical staff to support the Hospital and community. Increased efficiency and hours of operation for Urgent Care Unit. Enabled Inpatient . *EMERGENCY DEPARTMENT: Decreased ED-LOS by 2 hours; debuted processes that provided immediate bedding as well as fast-track triage, hospital admission, and reporting times to 30 minutes. *CULTURE TRANSFORMATION: Transformed nursing culture to focus on shared decision-making, quality, and patient experience. Deployed shared governance program, facilitated leadership retreats, and created goal cascade.*LABOR RELATIONS & MANAGEMENT: Negotiated successful union contract by strengthening and calling on relationships to align collective visions, impact culture, and engage staff in decision-making process.

New non-profit, 126-bed community hospital offering full range of medical services, Includes Women’s and Surgical Services Recruited for key leadership position to open and drive operational excellence at new hospital, personally working with National Kaiser construction and project management teams during build.*HOSPITAL OPENING: Expedited new hospital opening with market competitive, cost-per-day pricing, ensuring nursing staff provided a competitive advantage in terms of quality of patient care, nursing-related outcomes, and financial performance—critical to the hospital’s long-horizon success within Portland’s competitive healthcare market.*COMPLIANT, QUALITY-FOCUSED & PATIENT-CENTERED CARE: Positioned Kaiser Permanente WMC to earn Safest Hospital Award from CalNoc and build its reputation as a patient- and family-centered care culture; provided on-the-floor leadership to proactively address issues, empower employees, and promote authentic staff engagement across all levels and departments.*Earned and sustained 90%+ overall satisfaction score on HCAHPS survey for both hospital and Emergency department, outperforming sister hospital in 70th percentile.*Achieved The Joint Commission (TJC) Hip and Knee Joint Replacement Center of Excellence Certification in 2015 and zero findings for TJC Initial Stroke Certification. *PROGRAM GROWTH: Cut $1.5M in costs and increased orthopedic total joint volume and productivity 15% after installing Orthopedic Joint Program. *COST CONTAINMENT & LABOR NEGOTIATIONS: Created cost-effective care model, chairing a 3-day national summit to build trust, obtain insight, *TALENT RECRUITMENT & MANAGEMENT: Paved the way for hospital to recruit and retain top-performing employees by joining forces with Labor Partners Culture Attestation to develop comprehensive, inclusive, and culturally diverse talent acquisition and management program.

149-bed, non-profit community medical center and hospice program, including Surgical Services and Women’s & Level 1 Nursery Chief Nursing Executive (CNE), 2009 – 2011; Assistant Vice President (AVP), 2008 – 2009Initially recruited to evolve newly created AVP role and earned rapid promotion to CNE, assuming broader scope of executive leadership.*PROGRAM DEVELOPMENT & RELATIONSHIP MANAGEMENT: Proved instrumental in launching and driving success of Cardiac, Stroke, Spine, Oncology, and Palliative Care programs; sought out and rehired key talent.— Restored PWF’s Spine and Orthopedic practice and referrals after rejuvenating relationships with surgeons.*OR EFFICIENCIES: Positioned OR to increase productivity and patient satisfaction after introducing flip rooms to accommodate more cases within limited hours, prevent surgeon backlog, and improve timeliness of surgeries.*EMERGENCY DEPARTMENT IMPROVEMENTS: Achieve TJC Stroke Certification (PSC); certification enabled department to treat stroke patients with timely, evidence-based care while improving efficiency and electronic medical records (EMR) process.*Led 180-degree culture transformation within 18 months to turn around low employee engagement and satisfaction scores. Created nursing mission, vision, and strategic plan. Embedded Shared Leadership structure and Crucial Conversations training.*QUALITY MANAGEMENT: Drove quality improvements by introducing root cause analysis (RCA), Unusual Occurrence process, and debriefs, served on Ethics Committee established Code Committee and Rapid Response Team.*HOSPITAL INTEGRATION: Steered smooth integration of small stand-alone community hospital into larger faith-based health system. *OPERATIONS & FISCAL SUCCESS: Added $2M to revenue growth with change to billing processes into missed revenue sources.*COST CONTAINMENT & LABOR NEGOTIATIONS: Cultivated labor-management partnerships and steering contract negotiations with Oregon Nurses Association

.Company: Non-profit children’s hospital, trauma center, and teaching tertiary care hospital While at Randall Children’s Hospital, I held progressive leadership and clinical nursing positions at this pediatric tertiary care trauma facility, where I directed pediatric services for an acute care 74-bed unit. Here, I worked with physician leadership, interns, and residents with overflow capabilities to 96 beds with 105 FTEs, and co-chaired the Family Centered Care Council. Set up new programs, including an Oncology and Rehabilitation Inpatient program and inpatient census growth.

Non profit children’ hospital part of larger trauma, tertiary care, teaching hospital and university