Continuing the same work of changing health care for the future with Amazon One Medical

Manage Teams Supporting Patient OperationsService Line Management - Imaging, COVID Operations, Flu Program, Pediatrics, Expanded CareNew Office LaunchesInventory ManagementBehavioral Health Operations

Ran Operations Analytics TeamLead Access team to ensure patients could see their health care provider within 24 hoursLead lean transformation of operations teamHeaded Operations Launch of COVID vaccination nationally Headed COVID testing operations

Optum360 – Optum’s Revenue Cycle Business Unit-Developed in-house TOPS training program and web-based curriculum to quickly scale across the entire Optum360 organization.-Coach executive leaders to leverage, catalyze, and engage employee innovation in developing operational efficiencies that enhanced patient experience and reimbursement quality.-Created accountabilities within Patient Financial Services that decreased AR by $400M within 90 days for two client service centers. -Developed TOPS scorecard for leaders throughout Optum360 to improve/sustain TOPS throughout their organization.OptumHealth – Optum’s Care Delivery Business Unit-Developed key leaders to understand the impact of changing traditional orthodoxies to improve operational efficiencies.-Assessed financial impact of scaling successful improvement initiatives across multiple clinics.-Partnered with Southwest Region (WellMED) Executives to train and deploy TOPS in their respective region to reinforce TOPS as WellMED’s lean system for management.-Created strategic alignment retreat for key leaders across the United States to learn and share best lean practices.

Lead Cardiac and Radiological services at ValleyCare reporting directly to the COO. Manage daily operations with risk management strategies. Set the strategic for growth of Diagnostic Imaging services between Stanford Healthcare and the community at-large. Teach lean management principles from the Toyota Production System through mentorship of colleagues, guidance for managers and coaching for front-line staff to tackle complex issues as well as develop process improvements. Drive continuous and systematic improvements that enable departments to achieve maximum potential and exceed existing goals. Partner with Stanford School of Medicine to invest in capital improvements that align with business development and expansion of ambulatory services in ambulatory areas.Highlights:-Decreased average patient wait times from 13 to 10 minutes utilizing lean problem solving methodologies.-Improved FY16 gross revenue to $130 million from a FY15 gross revenue of $119 million.-Over 20% Improvement in Press Ganey Likelihood to Recommend scores.

Drive Toyota Production System (TPS)-based performance improvement across the value streams within the hospital. Teaching and coaching directors and front-line staff in regards to the application of Lean as a business strategy to solve problems. -Lead high level, cross functional teams through improvement events using a knowledge transfer model. Ensure implementation runs smoothly and that gains are sustained through Lean management system coaching.-Assist Performance Excellence leadership in annual strategy deployment cycle including the development and deployment of A3s and the check/adjust process.-Assist management through the identification of value streams and creates the vision for pull-based work flows through those value streams.-Coordinates all activities related to the implementation and execution of continuous improvement processes.-Ensure existing processes maintain a high level of performance while continuously reviewing and refine those processes to make additional improvements.

New Supplier Quality Development- On-boarded new suppliers by leading workshops on Bloom Energy Quality System requirements.- Reviewed proposed manufacturing/quality processes and recommended inspection points for early detection of defects where they occur.- Audited manufacturing/quality processes to ensure controlled quality and efficiency.- Conducted supplier audits to approve the supplier to be an authorized supplier to Bloom Energy.Supplier Quality Management- Reviewed non-conforming components in an MRB process.- Conducted root cause analysis with suppliers to prevent additional non-conformances at the supplier and Bloom Energy.- Reviewed supplier data to look for process shifts to drive process improvement so process shifts do not lead to out of specification components at suppliers and Bloom Energy.New Product Quality Development- Worked with design engineers to determine how to improve the design based on current known problems at suppliers and Bloom Energy.- Helped develop measurable specification with design team to ensure ability to inspect components. - Reviewed new proposed processes with design to evaluate the quality inspections that will be required.

Advanced Quality Engineer, General Surgery November 2010- October 2011New Product Quality Development- Evaluated product risk and determined risk mitigation.- Identified key quality attributes with design engineers to ensure proper specifications designated on drawings.- Set up supplier quality inspection requirements.- Reviewed test methods determined by the engineering test group to ensure they are adequate to confirm functional specifications.Quality Improvement- Rolled out and presented inspection standard concept to organization.- Introduced and implementing HASS to lower Stryker’s electronic product warranty return rate.Product Quality Engineer, General Surgery October 2009-November 2010Product Quality Management- Managed FDA CAPA’s to prevent large problems from occurring in the future.- Ensured parts meet Functional Specification, Drawing Specifications, & Design Intent by conducting product audits and design validations.- Assessed quality problems related to FDA Compliance Risk, Health Risk, & Business Risk.Product Improvement and Testing- Developed Functional Specifications for design changes.- Developed Test Protocols and completed testing for product changes.

Supplier Management -Managed supplier quality throughout North America, Mexico, & Asia.-Approved supplier process changes by reviewing process plans and evaluation plans.-Worked closely with Suppliers to conduct Toyota Zero Flow Out Audits on their critical processes. -Approved new parts using SQAM/PPAP process to ensure quality parts are delivered throughout the life of the part.-Reviewed drawings/inspection standards to ensure requirements are met.-Developed specifications for check fixtures and gages to ensure simple verification.Plant Quality Line Support-Supported assembly line to ensure quality problems do not hinder production.-Genji Genbutsu (go and see) activities to improve process quality.-Reviewed assembly line processes utilizing Toyota Production System principles to improve quality.-Initiated reworks on parts out of specification to keep the assembly line running.-Audited assembly line to ensure the Toyota Quality in Station philosophy is met.New Product Introduction2009 Toyota Corolla & Pontiac Vibe New Model Launch, January 2006 – January 2008-Launched the 2009 Toyota Corolla Audio System, Overall Electrical System, Safety System, and Regulation Labels from initial Design Stage to Mass Production. -Worked on Catia modeling with design in Japan to ensure the highest quality product before tooling is created.-Traveled to Japan to work with Design and Assembly to complete prototype builds to prepare for Production trials in North America-Led testing confirmation of electrical system to allow the project to proceed to mass production.