· Provides collaborative partnerships with the operation and business functional leaders in order to understand business needs and strategic approaches in order to ensure alignment with Human Resource system service strategy.· Provides guidance on leadership development, performance management, talent management, organization alignment, culture, and colleague engagement efforts increased hire to term ratios 24%.· Provides guidance on how to decrease turnover based on analytics and national best practices to help reduce turnover by 8%· Implemented program to increase number of hours/shifts that Per Diem employees were willing to work or incentivize to become full time colleagues to increase staffing and reduce the use of incentive programs and overtime by 8.5%, and agency staffing spend rates by 40%· Works with the senior leadership team and regional compensation team to forecast market adjustments that would have the best/biggest impact to our colleagues to ensure we stay competitive in the current marketplace.· Worked with leaders on span of control models to ensure we have the proper leadership structure to meet the needs of the organization during reorganization and merger with sister facilities.

- Provided guidance and support to senior leaders, directors, managers, and colleagues in order to provide a safe environment for staff and patients.- Managed the new hire medical requirements for over 4,500 new hires annually. Ensured that all regulatory requirements were met.- Created a new multi-site booking system for Colleague Health that gives the ability to track historical data and metrics for future planning of staff.- Led initial COVID vaccination effort. Ran multiple clinics for the first five months of vaccination. Effort made it possible for over 21,000 staff and local tier one population to be fully vaccinated.- Increased process efficiency with how many physical appointments Colleague Health could accomplish on a given day. Total number of appointments increased by 50%.- Managed new fit testing requirements. Made it possible to fit test over 4,500 colleagues over a 12-week period in accordance with OSHA standards.- Developed new staff training in accordance with new OSHA, New York state, and Federal regulation. - Created new staffing standards for fit testing making it possible to fit test all new hires during their new hire physical and still have the capabilities to complete all annual N95 fit testing for over 11,000 colleagues who potentially need to be tested annually.- Managed the leave department. Ensured St. Peter’s was compliant with Department Labor, Trinity, and any other regulatory agency for over 1,500 leave and ADA reasonable accommodation requests annually.- Led Workers Compensation department. Ensured St. Peter’s was compliant with Workers Compensation regulations, OSHA reporting requirements for over 1,200 injuries, 450 OSHA recordable cases, and over 500 Workers Compensation cases.

- Provides guidance and support to senior leaders, directors, managers, and colleagues in order to provide a fair, positive, and collaborative working environment for 12,000 colleagues. -Created COVID-19 tracking to ensure all colleagues are accounted for to ensure colleagues were accounted for and paid properly in accordance with Trinity, state, and federal guidance.-Created an online database tracking tool for all of HR to ensure all 12,000 current colleagues and 3,600 annual internal transfers, new hires, and promotions are in accordance with all local, state, federal and regulatory laws.-Managed and tracked 400 severances, 1300 furloughs, and 100 FTE reductions. Ensured that senior leadership was aware of the status of all 12,000 colleagues and they were up-to-date on the $21M cost savings.-Led initiative to make organization a more veteran friendly organization. Worked with Center for Economic Growth to achieve the goal. Increased Veteran hires 10% from previous year.-Provided analytics for stay interview initiative. In-sight helped reduce turnover 45% from previous year.-Maintains and provides training to all 12,000 current and new colleagues on all HR topics in the organization.

-Led the HR Department for three organizations with 1,300 colleagues. Developed, and provided strategic direction, vision, and guidance when it came to HR Strategies, services, and operations to ensure that the strategies and the structure of the organization were in line with the Air Force goals and objectives. -Handpicked to consult with Air Force HR school curriculum overhaul. Inputs impacted 1,250 current HR professionals & 300 new HR professionals annually.-Implemented congressionally mandated 19,000 colleague reduction program. Made recommendations to senior leaders on how to reduce impacts on the organization and how to overcome challenges that were associated-Partnered with local and national leaders to ensure strategies and visions were implemented the most efficiently and effective way to maximize colleague potentials as well as the best possible outcomes for each scenario. -Worked with National CEO and Chief of Human Resources to help implement new annual performance reports and feedback process for 380,000 colleagues. Process helped redefine selection process for who is best suited to stay in the organization and who is ready to be promoted into leadership positions. -Took the lead and advised CEOs on 100+ legal cases that had potential impacts on the organization.-Analyzed 40 programs that didn’t meet congressional standards. Implemented processes that corrected all deficiencies. -Worked with the senior leaders and experts in the field to ensure the overall organizational and program designs were at the highest standards and how-to best handle and deliver any change management philosophies and guidance to the organization to best implement change.-Maintained Human Resource Information Systems. Performed in-depth studies of work methods, policies and procedures, controls, and staffing.

-Created fiscal and human resources road maps to senior leaders on a $42 million annual operational program budget that covered over 350 manpower authorizations, and 56 departments that were responsible for caring for over 68,000 beneficiaries.-Partnered with local and national leaders to ensure strategies and visions were implemented the most efficiently and effective way to maximize colleague potentials as well as the best possible outcomes for each scenario. -Created financial statement, monitored expenditures and obligations; analyzed financial reports, accounting and workload reporting procedures; conducted studies and internal audits to ensure we were meeting expectations and following state and federal regulations.-Revamped health insurance verification and recuperation program. Increased recuperation 40% bringing in over $10.5 million dollars.-Closed out 392 open patient care contracts. Reduced contract labor spending by $8 million. Used returns to hire an additional 57 medical care contracts that were responsible for producing 260K patient encounters annually.-Studied salary market pay scales to ensure that employees were getting paid according to industry standards and adjusted as needed.-Mapped long-range Diagnostic Imaging plan. Secured $615K for new equipment. Recaptured $2 million in lost care annually.-Evaluated $8M pharmacy and Immunization budge; evaluated formulary and vaccine spending effectiveness. Saved organization $700K annually.-2009 & 2011 Team Leader of the Year Awards.

• Planned, implemented and monitored the daily business practices and practice operations for Pediatrics, Orthopedics, Women’s Health, and Internal Medicine clinics. Created and managed office operating budget for each clinic• Created and maintained scheduling templates; restructured 110 scheduling templates for 16 providers; increased patient access to care 25%.• Performed and directed patient management functions. Transcribed physician orders, and prepared requests for diagnostic tests and referrals.• Prepared health record copies and abstracts. Prepared, filed, safeguarded, transferred and retired health records.• Ensured compliance with federal laws, regulations, HIPAA, OSHA, and JCAHO.• Develop policies and procedures that helped refine the way each individual clinic managed the 6,500-patient population that were enrolled to their respective clinics.• Initiated and supported process improvement activities that enhanced the provision of clinical services, improved clinical outcomes, and increased patient satisfaction.• Increased facilities coding and billing accuracy 62% after revamping clinics procedures and policies; changes increased billable revenue by 11%.

• Planned, implemented and monitored the daily business practices and practice operations for Flight Medicine Clinic. Created and managed office operating budget for clinic• Created and maintained scheduling templates; restructured 30 templates for 4 providers; increased access 30%.• Performed and directed patient management functions. Transcribed physician orders, and prepared requests for diagnostic tests and referrals.• Prepared health record copies and abstracts. Prepared, filed, safeguarded, transferred and retired health records.• Ensured compliance with federal laws, regulations, HIPAA, OSHA, and JCAHO.• Managed medical oversight program for nuclear weapon program that demanded a zero error rate. Trained over 30 medics on policy and procedures. Received an excellent rating during two inspections by nuclear inspection teams. Selected by Air Force Surgeon General to help four other medical facilities prepare for inspections.• Trained 15 providers on charting responsibilities for nuclear weapon patients. Reviewed every patient encounter note to ensure proper documentation.