Lean Six Sigma practitioner with extensive operations and cultural transformation experience

• Provided strategic guidance on effective training practices aimed at adult learners, identified external client partner goals, and developed strategies and processes that supported optimal use of the healthcare business software solution.• Established effective, long-term external client partner relationships with executives, managers, and staff through entire project life cycle.• Worked closely in an advisory capacity with external client partner executive leadership team and developed training curriculum for external client partner education team.• Assessed strengths and vulnerabilities (SWOT) of existing educational operation processes and practices to maximize benefits.• Customized and delivered nationwide training to 100% of healthcare practitioners, leaders, and supportive staff.• Supported on-going external client partner evaluation of educational goal achievement and education strategy revisions (SCRUM-derived framework).• Provided timely internal and external status education reports for external client partners. Western & Southwestern United States 05/14 – 07/15 Large Non-Profit Hospital System (55,000+ employees, 39+ hospitals) Northeastern United States 05/14 – 07/15 Large Non-Profit Hospital System (55,000+ employees, 39+ hospitals) Midwestern United States 10/13 – 01/14 Large Non-Profit Hospital System (30,000+ employees, 12+ hospitals) Served in both IC & FT capacities.

• Coordinated internal and external resources assigned to projects• Developed project scopes and objectives, involving all relevant stakeholders and ensuring technical feasibility• Ensured projects were delivered on-time, within scope and budget• Ensured resource availability and allocation• Developed detailed project plans to track progress• Managed changes in project scope, schedule and costs• Measured project performance using appropriate systems, tools and techniques• Reported and escalated to executive sponsor as needed• Managed the relationship with the external client partner and all stakeholders• Performed risk management to minimize project risks• Established and maintained relationships with third parties/vendors• Created and maintained comprehensive project documentationSoutheastern United States 08/14 – 06/15Major Teaching Hospital System (16,000+ employees and 6+ facilities)Northeastern United States 09/14 – 06/15 Rural Community Hospital and Specialty Centers (10,000+ employees)

• Gathered and compiled market and competitor best practices, recruitment, orientation and workforce practices, and opportunities and threats, across the local and national markets.• Prepared and approved regular and special interest market intelligence for key stakeholders (C-level executive leaders).• Led the analysis of current market positions and the identification of new opportunities through delivery of relevant and timely market intelligence. Western & Southwestern United States 06/15 – 02/16 Large For-Profit Hospital System (70,000+ employees, 240+ hospitals) Western United States 12/13 – 12/13 Non-Profit Hospital System (15,000+ employees and 8+ hospitals) Northeastern United States 01/13 – 02/13 National Network of Healthcare Clinics (2,400+ employees and 350+ locations)

• Assessed employee utilization including evaluation of FTE status scheduled, specialty-day/event coverage, weekend coverage, per diem requirement compliance, and supplemental shifts• Evaluated opportunity cost of schedule prep and global/local savings opportunity• Identified opportunities including education and orientation, vacation planning, and hours usage• Evaluated departmental overtime usage against national benchmark database• Evaluated nonproductive needs against float pool and PRN staff• Prepared target setting guidelines for facility departments• Identified methods to help increase flexibility of schedule for full-time staff Northeastern United States 10/13 – 03/14 Rural Hospital System including Major and Minor Teaching (17,000+ employees and 19 facilities) Northeastern United States 07/13 – 09/13 Rural Minor Teaching Hospital (950+ employees) Southwestern United States 03/13 – 12/13 Large University Teaching Hospital (4,000+ employees and 15 facilities) Northeastern United States 11/12 – 05/13 National Network of Healthcare Clinics (2,400+ employees and 350+ locations)Served in both IC & FT capacities.

• Assisted in establishing facility strategic plans, short-term & long-term goals, clinical pathways, and objectives aligned with organizational objectives• Designed and implemented action plans for Center of Excellence certification and compliance with all regulatory agencies, including The Joint Commission, Centers for Medicare Services, etc., utilizing Lean & Six Sigma methodologies• Served as a resource to leaders, clinical & ancillary staff, and customers as demonstrated by visibility and use of Problem-Action-Results techniques assisting with analysis and implementation of corrective action, consistently utilizing a program improvement process• Managed daily operations of assigned projects, new rollouts, and newly developed service lines, including timelines, deliverables, anticipating problems, assisting with analysis, responding to risks, implementing corrective action plans, achieving metrics, and transitional role delegation• Focused on eliminating boundaries to achieve integrated, efficient and quality patient care, utilizing Lean & Six Sigma tools.• Demonstrated flexibility in response to change and objectivity in decision-making, utilizing facts and trends to support decisions• Communicated frequently and effectively with all levels in the organization and with internal/external customers • Green Belt Project: Re-engineered the registration workflow for measurable patient experience improvement and building of KPI's• Managed the journey to become a Center of Excellence in Bariatrics• Assisted in setting long-term strategic goals for the business units (BUs)• Monitored daily metrics and adjusted contributing factors to meet established KPI's• Prepared monthly scorecards and dashboards for corporate executive reviews• Provided Best Practices feedback in adjusting staffing matrices

• Engineered tactical plans for successful certification as a Primary Stroke Center and compliance with all regulatory agencies, including The Joint Commission, Centers for Medicare Services, etc., utilizing Lean & Six Sigma methodologies• Assisted in design of facility milestone project plans, tollgate review, necessary clinical pathway development, and objectives aligned with neuroscience division objectives• Served as an engagement leader and addressed any concerns by utilizing Problem-Action-Results techniques• Managed daily operations of assigned projects, new rollouts, and newly developed communication cascade, including timelines, deliverables, anticipating problems, assisting with analysis, responding to risks, implementing corrective action plans, achieving metrics, and transitional role delegation• Focused on eliminating boundaries to achieve integrated, efficient and quality patient care, utilizing Lean & Six Sigma tools.• Demonstrated flexibility in response to change and objectivity in decision-making, utilizing facts and trends to support decisions• Communicated frequently and effectively with all levels in the organization and with internal/external customers

• Assisted in establishing facility strategic plans, short-term & long-term goals, clinical pathways, and objectives aligned with organizational objectives• Designed and implemented action plans for Center of Excellence certification and compliance with all regulatory agencies, including The Joint Commission, Centers for Medicare Services, etc., utilizing Lean & Six Sigma methodologies• Served as a resource to Supply Chain VP & Chief Nurse Executive by visibility and utilization of Problem-Action-Results techniques assisting with analysis and implementation of corrective action, consistently utilizing a process improvement framework• Assisted executives with training, counseling, disciplinary measures and termination of staff• Coordinated on-boarding and familiarized new leaders with policy and budget interpretation, daily management responsibilities, and the expectations of their leaders• Participated in design, revision and implementation, and provided feedback on system policies, procedures and clinical forms• Managed daily office operations, including review and approval of timecards in Kronos (25+ cost centers), check requests, expense reimbursements, and coordination of executive conferences, board meetings, and travel