Provide advisory services in the areas of strategic planning, master planning, programming, operational design, and transition and activation. Approach all client engagements from the customer's point of view having received Lean training from the University of Michigan. Bring an understanding of value-based care and impact of social determinants of health to planning engagements.

Developed and implemented brand awareness and client development strategies to execute proposals and deliver of total healthcare consulting solutions to clients in the West Region, including strategy, master planning, programming, design, operations improvement, lean design, and activation and transition planning.• Provided thought leadership in the areas of COVID-19, facilities planning, patient-centered design, ambulatory operations and design, and activation planning through publishing 2 articles and moderating / participating in 6 speaking events.• Increased brand awareness and firm credibility as demonstrated by the increase in the number of proposals submitted (20) and projects sold (6) in the West Region.• Facilitated interdisciplinary teams in the programming effort of 2 cancer centers based on lean principles, patient-family experience expectations, and staff needs resulting in agency approval of construction drawings.• Led a transition and activation readiness assessment and executed operational planning for a hospital tower to include an interventional platform, new emergency department, new nursing units and multiple support departments resulting in staff being ready for Day 1 operations.• Developed and directed execution of the strategic population health programming methodology for a wellness center based on an analysis of the social determinants of health, community resource availability, resident input, and cross-sector collaboration to inform conceptual design.

• Led Corporate Services workgroup at a 14-hospital healthcare system to achieve $33M (150% of cost reduction target) in cost savings by facilitating lean teams in Education, Information Systems and Quality / Patient Safety / Risk to optimize the value of services provided to internal customers. • Managed PMO for multi-hospital system transformational engagement which exceeded annualized cost savings target of $166M by $30M.

• Developed methodology and managed creation of future state care streams for programming of outpatient center in California to support the patient’s desired experience to inform development of functional and space plans.• Directed activation and transition planning for a new California children’s hospital, including opening new services: surgery, emergency department, laboratory and imaging, and facilitating development of 22 department operating manuals, involving more than 200 associates and physicians.• Managed and developed room-by-room functional and space program for a comprehensive ambulatory care center for an academic medical center in the Midwest based on lean processes and design principles using a collaborative process with key stakeholders.• Led inpatient operational assessment for a premier academic medical center, from patient access through discharge utilizing a lean approach to facilitate multi-disciplinary teams through root cause, countermeasure identification, and development and implementation of improvement plans, resulting in 10% increase in inpatient capacity.

• Managed operational and transition planning project for phased-replacement and expansion of a large Emergency Department (72K visits) over a 2 ½ year timeline, achieving on-time on-budget safety event free opening.• Facilitated operational activation of a 9-story patient care tower which included putting 198 new private patient rooms and 332K square feet of hospital space into use on-time and on-budget.• Led executive team of a Texas hospital in the development and evaluation of several phasing scenarios for the replacement hospital resulting in the selection of the preferred option.