- Manage and oversee multiple contract operations for revenue integrity, ensuring quality standards and supporting the development of a scalable Revenue Integrity program within the DHA project.- Establish relationships with senior management, providing expert guidance in Revenue Cycle Management and leveraging business process re-engineering efforts for standardization.- Guided the development of a central repository for all resources to promote data-driven decision-making and information sharing.- Coordinated and delivered one-on-one revenue cycle performance dashboard training for senior and executive leaders, supporting leadership with strategic presentations and enhancing team skills.- Demonstrated leadership by maintaining consistent client engagement to restore and strengthen relationships while fostering trust and collaboration with the team, ensuring a unified and goal-oriented approach.- Exceptional project management by consistently ensuring the timely and accurate submission of all deliverables, maintaining a flawless record of never missing a deadline.

- Conducted comprehensive performance analysis using Analysis of Variance (ANOVA) across 14 activities, facilitating strategic resource alignment.- Decreased the DHA contract reconciliation process time from an average of 105 minutes to 10 minutes through process constraint identification and Microsoft Excel automation.- Engages in thorough financial and operational analysis to discern optimization opportunities in resource allocation decisions. Collaborates seamlessly with cross-functional teams to enhance operational efficiency, providing actionable recommendations for process improvement and robust risk assessment.

- Increased Primary Care Physician admission and discharge notifications by 17% through process mapping and data analytics.- Increased Specialty Drug Review capacity by 36% from 140 to 191 per hour through process constraint identification, standardization, and process balancing.- Increased medication recommendation response rates by 39.8%, decreased 234 re-work hours per year, and increased efficiency by 11.6% through process mapping, visual cues, and form simplification.- Analyzed failed fax data, reduced opportunities for failure, and decreased wrong faxes by 22.5%.- Trains and mentors Process Improvement Specialists to develop and sustain a culture of continuous improvement through bi-monthly LSS learning and sharing sessions. - Senior technical expert on all aspects of Continuous Process Improvement (CPI)/Lean Six Sigma (LSS) methodologies, including Lean, A3 Thinking, 8-Step Practical Problem Solving (PPS), Six Sigma, and Change Management.- Provides project leadership and technical support in creating, managing, and sustaining a methodical approach to increasing quality and improving performance throughout all clinical and business areas.- Performs end-to-end business process activities, creating, controlling, and improving business processes.

- Improved timely submission for performance evaluations and awards by 48% through cross-functional team leadership and enhanced administrative operations through business analysis and root cause analysis.- Reduced employees’ time away from providing healthcare by 32% by eliminating waste and coordinating training sessions using Lean problem-solving techniques, process constraint identification, and time management.- Principal advisor to the hospital CEO as an executive manager supporting healthcare through strategic planning, cost-reduction strategies, managing overall operations, and discussing health and safety issues by introducing programs.- Served as the Lean Six Sigma subject matter expert and consultant to the hospital CEO in improvement measurement and project management as a Lean Six Sigma Master Black Belt.- Analyzed current operations efficiencies and set strategic goals for operational efficiency to increase productivity, improve performance, and recommend diverse solutions when necessary.- Managed day-to-day operational activities related to Lean within the hospital while facilitating A3 projects, 5S projects, daily Lean management, and Gemba walks to teach and coach standard work development that provides visibility into goals and objectives for key and strategic initiatives.- Built and maintained relationships with various external headquarters and department leadership to use key operational metrics to effectively measure to make operational decisions aligning with strategic goals.

- Reduced order production time from 14 days to 5 days on average by eliminating overprocessing and reducing process variation using Lean Six Sigma tools and methodologies. - Integrated medical resources and devised medical practices applied by U.S. Army Medical Facilities through teamwork & collaborations, reducing medical resources requirements by 12%.- Demonstrated logical and analytical problem-solving skills with a rigorous approach to project management to deliver theater-level medical evacuation capabilities while reducing medical evacuation platform requirements by 7%.- Developed system-wide process improvement initiatives to determine data and information requirements to create visual controls that quickly identified the emerging COVID-19 infection trends.- Consulted, collaborated, and provided Lean Six Sigma Master Black level advice to assess strategy and effectiveness of the operations, military treatment facility leaders, and key staff in all aspects to improve productivity, efficiency, and executing process improvement initiatives in healthcare operations.- Communicated key insights, analysis, goals, objectives, and overall strategy from executive leadership to frontline audiences.

- Reduced traveling expenditures from $3.1m to $100k through coordinating a Healthcare Training Symposium, which resulted in the delivery of 400 continuing education units required for license renewals for healthcare employees. - Led and supervised eight employees as the Senior Manager of Clinical Operations through analyzing performance relating to improvement efforts for quality and efficiency of services.- Spearheaded the clinical assistance of the operation orders and standardized evacuation procedures by operationalizing, verifying, and coding medical evacuation platforms.- Led and coached improvement projects using continuous process improvement while mentoring 10 Lean Manufacturing practitioners through certifications with Lean tools and methodology.

- Maximized the project completion rate from 15% to 97% through training and development, coaching, and mentoring of 65 Lean Six Sigma Practitioners while tracking and evaluating process improvement projects to completion.- Achieved cost avoidance of $25M with the recognition of “Best Practice” by the Joint Commission by developing and implementing a continuous process improvement cell at a level II trauma hospital.- Decreased patient admission order determination time from 90 to 50 minutes by revamping the process flow through business process analysis, transitioning from the push to a pull system, and eliminating the single point of failure.- Improved laboratory and radiology processes based on evidence by decreasing labeling errors and hemolysis by 15% through complex problem-solving skills.- Provided subject matter expertise as the Lean Six Sigma Black Belt Process Improvement Senior Manager serving as an integral part of the Health Executive Leadership team. - Trained and developed personnel that successfully completed all organization duties, including making challenging and difficult process-related calculations with the ability to identify, address, and rectify problems.- Implemented and utilized the Lean problem-solving techniques to effectively lead the healthcare leaders through the resolution of the process challenges related to global health engagements.

- Ensured proper resource utilization and implemented plans to improve efficiency that improved and maintained patient satisfaction above 95%.- Served as a critical and vital member of the Health Executive Leadership team at a Level II trauma center with an integrated 262-bed regional tertiary referral center in W.A. - Collaborated with Executives to provide healthcare delivery recommendations aligned with the facility’s performance goals and desired outcomes through organizational management and Business Process Improvement.- Developed and trained 1.5k+ employees within ten treatment centers in improved customer service using the AIDET principles from the Studer Group that served 100k+ personnel.- Aligned the medical market within the military treatment facilities for three branches that supported the care of 288k+ local beneficiaries through the facilitation and program management of the Puget Sound Military Health System (PSMHS) mission.