Coaching staff and leaders across a variety of roles and seniority on skills and activities required for achieving performance improvement and building improvement capability.

• Led the transformation of the Hospital Throughput Value Stream by: - Partnering with executive sponsors to create strategy driving the improvement of processes to enhance patient and staff experience. - Implementing development plans for directors to better utilize Daily Management Systems. - Coaching leaders to deploy new standard work to teams to enhance the patient and staff experience. - Serving as faculty for the Lean Leadership Executive Education Certification Program.• Analyzed current state opportunities by conducting quantitative and qualitative source data collection to establish baselines and track improvements.

• Partnered to centralize a number of cardiology related specialties into one integrated location.• Spread the Breast Cancer Navigator process into the Santa Cruz area, leveraging lessons learned from Palo Alto and El Camino radiology centers.• Led a team to facilitate the adoption of a Daily Management System.• Designed, developed, and instructed Daily Management System curriculum to Lean Consultants.• Led the Sutter Bay Medical Foundation Clinical Orientation Standardization Kaizen, integrating three programs into one standard regional program.• Developed OB/Gyn physicians, midwives, nurse leaders, and frontline staff to conduct the Scheduled Induction of Labor Kaizen, reducing the time from patient admission to the administration of the first induction agent by at least 24 min (16%).• Coached Periop, Med/Surg, and Perinatal leaders in improvement kata process resulting in reduced costs by approximately $103,000 by improving the average length of stay for C-section births.

• Developed regional strategy and directed the design, development and facilitation of Lean leadership development programs for executive and senior leaders, directors, and managers.• Ensured the alignment and standardization of regional Lean development programs with Sutter Health enterprise to support the Sutter Improvement System for all levels of employees.• Provided executive/senior leader, and team coaching to address identified growth opportunities.• Led an Emergency Department kaizen workshop team, resulting in a 600% improvement in the urine analysis cycle time. • Provided development and coaching to 23 internal Lean consultants.

• Consulted with leadership and several internal departments to assess, diagnose, and implement strategies to shift from a nurse-centric to a patient-centric culture, resulting in patient satisfaction and Experience of Work scores improving over the next three years.• Implemented strategy to standardize patient and customer experiences across three-hospital region.• Provided development and consultation to CEOs, physicians, senior leaders and staff to implement systematic organizational changes.• Influenced diverse personalities to align with organization change efforts.• Trained and coached managers and staff to adopt positive behaviors for delivering quantitative results.• Conducted annual needs assessments to guide clients in targeted alignment and standardization of patient experience training and processes.

• Utilized a range of organizational development competencies focused on the alignment of healthcare processes to organizational strategy in order to enhance the patient experience. Strengths include the facilitation of major system and process transformation, leadership development, coaching, team building and facilitation for the KP Central Valley Area.• Led the KP HealthConnect Strategic Sponsors to develop deployment, stabilization, and optimization strategies for the implementation of a large-scale health care system for the KP Central Valley Area.• Collaborated to create a competency-based redeployment system effectively aligning employees between assignments with critical organizational projects.• Facilitated the Efficiency Work Team Strategic Sponsors’ 2006 Utilization Efficiency Summit to identify areas of focus for near-term quality improvement.

• Led the assessment and improvement processes for the environmental protection directorate averting a major audit finding and site closure.• Conducted the Foreign Interactions Security Review process improvement, strengthening internal controls and accountability, reducing process costs and unnecessary bureaucracy.• Managed Human Resources Education Group, leading strategy to implement an enterprise-wide eLearning system to over 8300 employees, while balancing contemporary learning styles of customers. Responsible for supervision of four staff members and the stewardship of a $2.1 million budget.• Integrated PeopleSoft e-Recruit web-based hiring system enterprise-wide, reducing the recruit-to-hire cycle time by 31%.• Collaborated to develop LLNL’s succession planning program intended to establish executive talent pools, baseline and future state performance expectations, “high potential” candidate selection criteria, and individual development plans.