Accountable for the operational performance, financial management, and strategic leadership of all outpatient surgical clinics that includes 80+ providers and 175 employees across 5 locations. The 11 surgical specialty departments generate $72 million in annual gross patient services revenue.*The surgical services service line has exceeded both physician productivity and operational budget targets in 2022.*Co-leading the opening of a new a combined medical office building and ambulatory surgery center facility that will include 4 outpatient operating suites, 3 endoscopy suites, and 2 floors of outpatient medical office space. All project goals and timeline are currently being met and the facility is on track to open in December 2023.*Leading several key operational improvement projects including the redesign of the general surgery provider coverage model and operational redesign across the orthopedic and urology service lines. All of these initiatives are on track to achieve goals for improving patient access and satisfaction, provider and employee satisfaction and financial performance.*Collaborate closely with Skagit Valley peri-operative leadership teams to ensure that care across the surgical services continuum is well coordinated.

Reporting to the Senior Vice President, Chief of Operations and Vice President of Medical Group of SEARHC. Responsible for leading key strategic and operational projects in primary care and medical imaging that are tied to the organizations 2022 strategic plan. SEARHC provides healthcare services in 27 communities in Southeast Alaska including operating two critical care access hospitals and 20+ ambulatory clinic location. SEARHC employees 1,400 caregivers and 140 providers and has annual operating revenue of $250 million.*Developing a service and staffing plan for the medical imaging service line that will enable the organization to grow volumes and provide a more consistent offering of local imaging services.*Analyzing the medical imaging referral process with the goal of streamlining the process to ensure more timely appointment scheduling and improvements in customer satisfaction*Reviewing medical imaging referral leakage and reimbursement data to identify opportunities to grow volumes and improve revenue capture.*Providing interim leadership support to SEARHC’s primary care clinic in Juneau.

Executive Director, Ambulatory Care Services - Swedish Medical Group & Ambulatory Care Network Serve as the lead Executive for the Swedish Medical Group Primary Care and Urgent Care service lines and the Swedish Mill Creek & Redmond campuses. Also serve as the Swedish system leader for ambulatory behavioral health services, medical imaging, and the centralized services department at the Swedish Medical Group. Scope of responsibility includes over 1,400 employees and 300+ providers across multiple locations including 24 primary care clinics, 2 urgent care clinics, and 2 large ambulatory care centers win an aggregate annual operating expense budget of over $140 million.

Report to the Swedish system Chief Operating Officer and serve as the lead Executive for the Swedish Mill Creek and Redmond campuses. Swedish system leader for medical imaging, medical imaging engineering, and pain services. Scope of responsibility includes over 350 employees across multiple locations and an aggregate annual operating expense budget of approximately $60 million. In June, 2018 assumed a role as the Swedish System EPIC Readiness Champion.  Successfully renegotiated Mill Creek and Redmond campus professional service agreements with outside physician practice that supports emergency departments including the revision of the quality and performance standards associated with the agreements. Chair of the Mill Creek and Redmond campus leadership teams. Both sites are currently exceeding 2018 budget targets. Serve on the Mill Creek and Redmond campus based quality assurance committees. Both sites are currently meeting or exceeding 2018 quality and patient service performance standards. Serve as the lead Executive and point of contact for Swedish imaging related joint venture partnerships. Leading the expansion of pain services at multiple Swedish campuses to better support growing community need. System lead for the migration of the Swedish EPIC platform to the Providence EPIC platform ensuring that clinical, operational, and financial readiness objectives are achieved. The EPIC migration will impact the entire Swedish system which includes 5 hospitals, 2 ambulatory care centers, and over 100 primary and specialty clinic locations.

Reported to the Swedish system Chief Operating Officer and served as the interim Executive for the Swedish Ballard campus. The Swedish Ballard campus is licensed for 133 beds, employs 459 FTEs/over 600 individuals, and has over 200 providers who identify Ballard as their primary campus.  Partnered with campus Chief Medical Officer and Chief Nursing Officer to redesign the campus based Quality Assurance Committee. The redesign included review of committee charter membership as well as the development the 2018 goals and measures for quality and patient services. All areas are currently meeting or tracking to achieve annual campus and system patient satisfaction and quality goals. Led the campus in a manner that ensured its financial strength, reviewing results on an on-going basis and taking corrective action to achieve the annual budget. The Swedish Ballard campus is currently exceeding 2018 budget targets.  Redesigned the campus management team structure to better support the achievement of campus and department specific goals. Developed a strong and positive relationships with Medical Staff. Partnered with campus based Chief of Staff to develop a forum to better integrate physicians into decision-making processes and to ensure that physician needs are heard and addressed.

Reported to the Chief Operating Officer of the Swedish Medical Center First Hill and Cherry Hill campuses with leadership responsibility for clinical and ancillary support departments including medical imaging, interventional radiology, vascular ultrasound, pain services, inpatient rehab services, medical imaging engineering, clinical engineering, facilities, security, parking, and central dispatch. Scope of responsibility included over 600 employees and an aggregate annual operating expense budget in excess of $80 million across multiple campuses within the Swedish Health Services system. Executive leader responsible for the creation, development, and integration of a joint venture outpatient imaging center in partnership with Swedish’ s radiology professional services providers.  Serve as the Co-chair of the Swedish system Radiology Quality Assurance Committee. Leading an initiative to redesign the work of the committee including charter development, committee membership and support infrastructure. Successfully worked with departmental managers to develop action plans targeted at reducing premium pay and improving employee staffing productivity. Efforts have resulted in significant reduction in premium pay and positive trending in staffing productivity compared to national benchmarks. Served on the Swedish system value and efficiency committee that is tasked to oversee the identification and implementation of non-labor cost saving initiatives across the system. Committee achieved its annual cost savings target of $30 million in 2017. Selected to participate in and successfully completed 2-year Providence Health System affiliate Leadership Formation training.

Partner with Board President and Chief Medical Officer to provide executive leadership to a physician owned and governed multi-specialty group practice with 80 providers, 250 employees across 5 locations. The 21 specialty departments and ancillary support departments including an outpatient surgery center, endoscopy unit, medical imaging center, laboratory, and infusion center generate over 300,000 patient encounters and $125 million in annual gross patient services revenue. Provide executive leadership as an Ex-Officio member of the clinics Board of Directors, Finance, Physician Compensation, and Compliance Committees.  Partnered closely with Swedish Health Services leadership to effectively negotiate and maximize the affiliation relationship which has resulted in improved service and a 21% reduction in administrative overhead costs.  Initiated and led a process that engaged key leaders from Minor and James and Swedish Health Services in the development of a multi-year strategic and operating plan. Minor and James is successfully executing on the deliverables according to the timelines outlined in the plan. Championed the development and implementation of a customer service improvement, training, and staff incentive plan that has resulted in an increase of 29 percentile points in overall patient satisfaction scores over the past 2 years. Serve as a key leader in the development and implementation of the clinics care management and Accountable Care strategies and infrastructure development which has resulted in over $200,000 in shared savings and other incentive payments for successful achievement of quality and cost savings targets. Employee engagement scores for Minor and James employees consistently at or near the highest for the Swedish and Providence system.

Reported to the Executive Director and had direct responsibility for the day to day operations at Minor and James. Effectively provided leadership and mentorship to 7 practice managers whose scope of responsibility included both outpatient physician clinics and ancillary departments.  Employee engagement scores of direct reports were the highest at Minor and James and well above national benchmarks. Successfully led the operational planning and implementation of the EPIC practice management and EMR systems. Served as the Chair of the Ambulatory Surgery Management Committee. During tenure the outpatient surgery and endoscopy units successfully obtained Medicare/Washington Department of Health recertification. Identified challenges with supply chain operations and successfully led the transition of supply chain vendors from the Swedish purchasing department to McKesson. Introduced and successfully implemented the Press Ganey patient satisfaction survey tool at Minor and James.

Accountable for the operational performance, financial management, and strategic leadership of 4 multi-modality outpatient medical imaging centers with 65 FTEs and $25 million in annual technical revenue. Served as an Ex-Officio administrative leader on the 4 imaging center joint venture Board of Managers and worked closely with joint venture hospital partner medical imaging and executive leadership teams in the operation of each imaging center. During tenure the imaging center exam volume grew by 24%. Developed and implemented a radiology technologist peer review quality assurance program based on criteria from the American College of Radiology. Performance at each imaging center met or exceeded the quality assurance program performance targets. Introduced and successfully implemented the Press Ganey patient satisfaction survey tool. Led the development and implementation of imaging center staff customer service training and recognition programs. Overall patient satisfaction for all imaging centers was at or exceeded the 75th percentile compared to national benchmarks. Served as the executive sponsor for lean based process improvement projects within the imaging centers. Developed and implemented a volume and service based incentive program for imaging center staff.