· Collaborated across departments to plan and execute modernization expansion and upgrades in Providence St. Peter Hospital and Centralia Clinical Decision Unit, Surgical Admission and Discharge Unit, and Emergency Department. Key contributor in execution of iSirona Hub deployment, Masimo patient monitoring upgrade, Alaris pump remediation, install of three replacement CT, install of two replacement Cath Lab and one EP Lab, and currently planning for MRI and PET/CT upgrades· Created a cohesive team with Field Tech Services (FTS) and Clinical Engineering (CE) by incorporating both teams in project tracking/reporting, creating regular intervals of communication across teams and building a strong rapport between FTS and CE leadership within department.Successfully established trust and performed service recovery from inherited prior practices with clinical leadership · Improved workflows and communication in CE by creating areas of responsibility, weekly huddles, digital project trackers, shared PowerBI reporting for PM and Ticket completions, currently developing a SharePoint page for improved access to departmental information· Represented CE for two Joint Commission and one Department of Health surveys· Regionalized policies to support standardization across the Puget Sound· Managing and forecasting department budget

Responsible for supporting up to 150 Caregivers in Diagnostic Imaging (DI) Providence St. Peter’s Hospital (PSPH)· Managed seven assigned cost center budgets· Implemented Lean Management System within Southwest Washington (SW WA) DI region resulting in 20 Lean trained Caregivers and seven Lean projects completed· Increased revenue by implementing new studies and improving image quality· Created positive work environments resulting in zero first year turn over for over five years

Represented Diagnostic Imaging (DI) for several committees at Providence St. Peter’s Hospital (PSPH) to include: Fall Prevention, Stroke, Trauma, and Serious Safety Event Reporting team. Lead a multidisciplinary team to improve lead apron cleaning practices in SW WA region. Lead General DI scheduling project to improve work flows and increase number of scheduled patients. Collaborated with PSPH and PCH DI and Quality Leadership to conduct root cause analysis and serious safety event investigation and reporting. Collected and analyzed data for extravasation rates in SW WA DI, resulting in the change of a catheter design with a one-way valve hub and a decrease of extravasations from 1.2% to 0.1%Reduced inventory out-dates at PSPH and DI clinics by 85% within 3 months.

Managed organization’s IT helpdesk in multiple environments and working conditions with all levels of support being completed· Ensured operating systems received monthly maintenance and quarterly updates throughout organization· Maintained network quality allowing virtual training during COVID without any downtime or interruptions· Planned and implemented combined training with subordinate units to give Service Members experience on multiple IT assets· Wrote and audited policies and procedures for communications standards and testing criteria

· Responsible for the health, welfare, training, and morale of 222 Soldiers in the following departments: Medical, Radar, Communications, Operations, Personnel, as well as other disciplines and skillsets· Primary Officer accountable for over $20 million in assets· Responded to and prepared organization for multiple State Activations in support of national and local crisis· Managed mission planning, training budget, risk assessment, and operational leadership for the organization

Designed and implemented network architecture utilized by nine systems and approximately 460 personnel· Developed unit policies and procedures to standardize digital and radio communication· Acting Commander during individual weapons qualification, resulting in an 87% pass rate· Worked with civilian counter parts as a Liaison Officer to integrate communications for voice and data capabilities during emergency preparedness operations throughout the state· Strategically procured parts for Battalion Satellite Transportable Terminal, and achieved functioning time-division multiple access for the first time in approximately five years· Led a Lean Work Out session to improve Battalion Battle Drills which are currently referenced in tactical operating procedures within the unit· Motivated soldiers to improve fitness scores and achieve their professional goals by giving personal time to train with soldiers

Coordinated eight Quality Improvement Roundtables for Community Health Center (CHC) Quality Directors to include identifying content experts, facilitating, and evaluating the learning sessions· Developed and collaborated with the Washington State Department of Health on a sub-grant for increasing colorectal cancer screening rates in the State of Washington, with at least a 10% increase in screening rates at participating CHCs· Presented and facilitated a Lean Six Sigma (LSS) White Belt training for 28 CHC Quality Improvement Professionals resulting in a follow up request for further Lean Six Sigma Green Belt Training· Provided expert NCQA PCMH coaching and documentation reviews for four CHCs seeking NCQA PCMH recognition resulting in a Level 3 recognition for allMarketed a colorectal cancer sub-grant and developed a Request for Funding Application (RFA), contract and project start up and data collection tools Led and coordinated nine Quality Improvement Roundtables highlighting several areas identified as needed training for Quality Improvement staff at the FQHCsWorked with a FQHC on a Lean Six Sigma project to improve radiology referral wait times Trained and certified 28 Quality Improvement Professionals from our FQHCs as Lean Six Sigma White BeltsCoaching two FQHCs to implement evidence based interventions to increase colorectal cancer screening rates

· Created training tools and reference books for the Communication Security and Operations, Range Operations, and Army Physical Fitness Test SOP· Coordinated and planned for all Company exercises and managed day-to-day activities to include Digital Exercise, Communication Exercise, Annual Training, and Family Day events· Assisted in the promotion of two E4s to E5, by providing career counseling and awarding promotion points

Planned and executed a Patient Safety FairAssembled a team of presenters for the event and helped develop training posters for staffShared Joint Commission National Patient Safety Goals with VA employees during new hire training and at the Patient Safety FairCo-lead a Lean Six Sigma project to improve lab inventory practices and proceduresDeveloped New Hire Orientation Training ToolsWorked in VistA EHR to track peer review statuses and adverse events dataCreated a tracking spreadsheet to monitor peer review statuses Organized and analyzed performance metrics dataCreated Patient Safety Training Posters and Exercises to include: Patient Safety Jeopardy, Patient Safety Exam, “Room of Terror” (a room with patient safety violations for employees to identify)

Job Description: Responsible for upwards to 15 biometric screener personnel and approximately $10,000 in medical suppliesPlanned health screening events to include: event logistics, site prep, customer relations, blood pressure readings, cholesterol screening, height/weight/BMI/waist circumference measurements, and health coachingThis position required extensive travel and coordination with onsite staffResponsible for Post Event Reports and providing training to ensure personnel were proficient at biometric screenings