• Drove significant customer success, boosting satisfaction by 60% (NPS: -50 to +57) and surpassing 70% adoption targets for the DAX Copilot an AI-powered product.• Drove revenue expansion for the DAX Full-Service product, securing 150 additional licenses (+$19,750/mo, +3% annual increase).• Collaborate cross-functionally to align resources and optimize the customer experience with DAX Copilot.• Proactively developed customer engagement strategies and a workforce development bootcamp for AI product success.• Consistently achieve DAX Full Service operations success metrics (TAT, quality, NPS, account management).

• Reported to the VP of Insurance Department and led varied projects and programs that would meet TJC's Environment of Care requirements, minimize business interruptions, and reduce water damage. Provided program updates to executive leadership. • Launched a new Management Services Organization (MSO) program, creating awareness about new services offered to affiliate private practice physicians. Facilitated meetings among the Physician Advisory Committee (PAC) to ensure the program served its strategic imperative to deliver overhead reduction and revenue enhancement services. Prepared MSO for new LOB, including medical malpractice, through our Voluntary Attending Physician Program – C- level executives. • Developed and managed relationships with senior business leaders and established consistent communication to align program objectives and initiatives throughout the healthcare system.

• Managed operations for the Division of Urology, Colon and Rectal Surgery, General Surgery, Surgical Oncology, Interventional Pulmonology, and Thyroid Nodule Clinic. Partnered with the Lead Ambulatory Nurse Leader and other division leaders to improve the patient experience. Received the BIDMC Most Improved Award for improving patient satisfaction Press Ganey scores for the Division of Urology. • Partnered with division managers to improve frontline workflow and patient satisfaction scores (Press Ganey Scores). • Redefined personnel roles and responsibilities to increase overall efficiency.• Appointed to the High-Level Disinfectant (HLD) Committee to streamline, standardize, and implement safe practices for departments performing HLD. Instilled a Safety Culture and training programs to enhance teamwork and improve patient safety while minimizing risk and errors. The Safety Culture program prepared our team to meet TJC's requirements, pass on-site evaluations and understand the value of continuous improvement. • Partnered with the lead RN and medical director to improve operations and patient experience.

• Reported to the Executive Director of Ambulatory Services and Employee Experience. This position coordinated projects and interdependencies and planned and monitored the Ambulatory Float Pool and Ambulatory Onboarding program life cycle. Successful launch of programs was due to exceptional communication and cross-functional team collaboration among senior leaders, IT, HR, and Ambulatory Training Team. • Directed a project management team charged with centralizing practice management resources and standardized best practices for onboarding new hires for the ambulatory division. • Supervised, hired, directed, and coached a successful pipeline of qualified frontline candidates (30 direct reports) to meet the immediate needs of short-staffed departments and satisfy permanent open positions. Directed the implementation of an electronic survey for requesting float pool support staff via Redcap database, a secure web platform. • Participated in the Ambulatory Management Systems Committee and Frontline Positions Workgroup. • Managed the program’s budget, which identified an opportunity to lower overhead costs during monthly variance reports review. This led to creating an internship program for the ambulatory float pool and standardizing frontline staff positions for all ambulatory departments.

• Created the Health and Wellness Interdisciplinary Symposium for National Children's Dental Health Month. The symposium built effective relationships with area specialists and created a collaborative network, cultivating our continuity of care model. These partnerships strengthened our visibility and presence in the community.• Facilitated communication among the staff, prepared agendas for team meetings, and led training sessions for new team members.