Pushing what is possible for go-to-market strategy in healthcare through a creative merger of change management and product marketing; increasing the adoption and use of DaVita's three patient digital platforms month-over-month.Highlights to date:• Surpassed 27% of the addressable market in 2023 for our Home treatment application! Nearing the enviable 30% user base difficult to achieve in health care (up from 18% in January 2022)• Built a 4-person team with specialized skills in product marketing, adult learning, and data analytics; teammates thrive in an environment of "collaborative autonomy," where we support each other while fostering individual contribution and growth• Self-initiated leader of "team" for the broader Patient Digital Next organization: founding the PDN Paper with a collaborative editorial board; institutionalizing Town Halls with a Fun Committee to drive quarterly engagement - leading to connection, fulfillment and ultimately collaboration across lanes.• Year-over-year high teammate satisfaction scores for those on our go-to-market teamDaVita Inc. is an American healthcare company and one of the largest kidney care providers in the United States. The name DaVita is an adaptation of the Italian phrase, “Giving life,” which is what teammates strive to do for DaVita patients every day.

Built a cross-functional go-to-market team for DaVita's patient-facing digital products - increasing adoption and use through Prosci's research-based change management frameworks.Within the first year we:• Engaged 23% of our addressable patient market in using the application (surpassing use expectations for a non-fitness-related healthcare app); up from 15% in 2021• Increased total monthly patient users by 48%; teammate users by 28%• Increased total app events (an activity taken by the user) from 280,000/month to 1.4 million/monthRecognition and Certifications• 2022 DaVita Core Value Award for Service Excellence: recognizing teammates who seek to understand the needs of those we serve and to exceed their expectations.• 2021 Prosci Change Practitioner Certification

Product Owner and Deployment Manager - Interactive Chair-side Screens• Transformed business vision into user stories for consulting dev team; simplified product ideas to meet user experience value and use expectation; developed and executed deployment plan surpassing success measures: 79% patient telehealth call acceptance rate; 45% patient survey response rate; 8 views of educational content per patient over 6 months (up from .5 per year)Learning Management System Selection and Deployment• Identified vendors, coordinated contracting, and led onboarding and pre-deployment work; outcomes were high teammate adoption rates and patient satisfaction scores - exceeding previous delivery scores in the company

Supported innovative projects for the Patient Education Solutions Team, including the engagement of patients in AI chats, virtual reality training, patient chair-side interactive smart screens, and healthcare SMS to DaVita patients and teammates. Recognition• 2020 Shining Star: one of the company's highest annual awards given to teammates that demonstrate “The DaVita Way” in living the company's Core Values.• DSSL Leadership Program: DaVita's competitive six-month leadership training program for teammates who show promise of future leadership within the Village

As Director of Operations I led the creation and oversight of administrative processes and systems for the new organization, including: overseeing the formal separation from a fiscal sponsor, registering all nonprofit government designations, establishing human resource functions, upgrading information technology systems, creating financial processes, and facilitating internal strategic planning. Specific outcomes included:Administrative Leadership• Brought nonprofit into compliance and introduced a high level of customer service by developing missing HR functions, i.e. employee policies, onboarding, payroll, benefits, etc.• Reduced technology expenses by 35% and increased user capability by consolidating data storage and upgrading software platforms• Decreased organizational risk and improved vendor relations by implementing a contract tracking system and instituting a standard agreement template• Removed data discrepancies and expanded accessibility as lead on the database transition team; influenced decision to upgrade to Blackbaud’s Raiser’s EdgeStrategic Planning and Board Relations• Organized disparate work plans to create a comprehensive strategic plan; 2017 individual staff work assessments tracked measurable progress to plan fulfillment• Introduced nonprofit compliance standards for board management as acting corporate secretary; assembled minute book, systematized schedules and communicationsFinancial Oversight• Established the basis for funding discussions with the board, donors and partners as the co-author of a 5-year financial prospectus outlining long-term costs for complex partnership• Raised the standards for financial management: established accounts payable and receivable systems, hired professional finance manager, influenced audit team selectionThe Canal is one of the nation’s most spectacular linear parks, connecting communities, people and nature.

A position created to manage numerous special projects, the foremost being the design and construction of the 38,500 square foot Kirkland Museum of Fine & Decorative Art (construction began 9/10/15, opened 3/10/18). As the Director of Special Projects I established a pattern and standard of work that engaged every team member in the fulfillment of the vision for the project. Full time Jan 2015-Oct 2016; part time Nov 2016-Dec 2017.Project Management – Museum Construction• Achieved vision fulfillment within scope, schedule and budget by fostering coordination as project manager for $22 million Kirkland Museum of Fine & Decorative Art building • Negotiated a 30% reduction in art storage costs through a mutually-beneficial agreement with prominent community partner as part of a 4,500 piece art relocation plan• Navigated complex city approval process at an expedited pace to physically move a 1910 structure; engaged high-level stakeholders and coordinated all communications • Drafted $1.2 million operational budget for the new building and outlined new or expanded revenue sources to meet the projected 40% increase in expenses• Secured community support and stakeholder buy-in as external representative for the project by developing and executing a coordinated communication planFacilities Management and Executive Administration • Enhanced building operations and conditions for 40,000 square feet of commercial, industrial and residential property through a systematic deferred maintenance work plan• Introduced resource management system with a competitive bidding process for planned maintenance vendors; tracked and ensured maintenance performance• Eliminated delays in maintenance scheduling by collaborating with staff to develop a quick-response reporting system• Improved executive function while providing interim administrative support to the president: revised all procedures; planned events for visiting dignitaries; thought partner

Directed all non-artistic areas of the museum and oversaw three departments essential to the visitor experience: visitor services, marketing and outreach, and the volunteer program. Responsibilities also included serving as the staff representative for the new museum design and planning team, managing three physical facilities and coordinating the daily administrative operations among all departments.Project Management• Reached more than 140 separate media outlets by fostering open communication between three separate entities for the announcement of the new museum building• Elevated the visitor experience and improved volunteer accuracy by directing the complete rewrite of the volunteer program guidelines and trainingStrategic Planning• Stimulated innovation and improved budget forecasting by collaboratively engaging staff in a strategic planning process for each department• Eliminated duplicative processes and elevated morale through revised position descriptions that aligned with organizational needs and promoted collaborationAdministrative Leadership• Funded additional priorities though an assessment of the $880,000 budget and a reallocation of more than $50,000 to key accounts• Extended the capabilities of a small staff by leading cross-functional teams; coordinating visitor education, research, events, collections management and marketingKirkland Museum holds one of the most important public displays of international decorative art in North America, displayed with a major survey of Colorado and regional art (traditional through modern), and a retrospective of Colorado’s distinguished painter, Vance Kirkland (1904-1981).

(Temporary project support)• Researched, verified and cataloged more than 40 named and advised fund records• Created a responsive budget for a $1.8 million community partner and foundation grantee; trained grantee director on budget process to improve accuracy of financial managementMerle Chambers Fund awards approximately $2 million annually to increase access to opportunities that improve the chances for success and quality of life for those who are most impacted by economic, social and political injustice.

A competitive three-month internship providing work experience and professional development opportunities in the field of philanthropy.• Collaborated across departments to conceptualize, implement and manage the classification of 3,000 articles, evaluating each piece for relevance to the sector and content quality• Co-wrote a six-recommendation report to guide council staff in the next phase of the project• Completed Essential Skills and Strategies for New Grantmakers, a comprehensive seminar that familiarizes new grantmakers with the foundation sector and the field of philanthropyThe Council on Foundations is a nonprofit membership association of grantmaking foundations and corporations. Members include more than 1,700 independent, operating, community, public and company-sponsored foundations and corporate giving programs in the United States and abroad.

Supported Grant Administrator in research and management of grant opportunities for school faculty. A part-time position which included a half-tuition scholarship and stipend.• Improved access to and accuracy of grant records by implementing an Access database• Identified research funding opportunities for faculty through COS, Foundation Center, grants.gov, IRIS, NSF & grantadvisor.com

Key member of development team that managed the Ellie Caulkins Opera House opening celebration, designed and implemented a sustainable development plan and enhanced donor loyalty over a five-year period.• Exceeded $1 million individual donor campaign goal five years in a row • Wrote the 2010 development plan and a department procedure manual to transfer institutional knowledge and improve consistency of annual campaigns• Served as board of directors liaison for meeting planning, events and fundraising; increasing participation in fundraising initiatives by 40%• Managed two and coordinated four annual galas, providing 12% of annual budget; directed publicity, logistics and volunteers, oversaw committee work, managed budget, negotiated three new in-kind partnerships and reduced expenses by more than $20,000• Initiated the merger of two databases to identify 1,100 lapsed donors and new prospects

Two-year voluntary service mission to support and strengthen Swiss and German membership and represent organization to the community. An additional assignment as the Mission Secretary included the following responsibilities and accomplishments:• Effectively handled all national and local government correspondence and relationships• Revised and redesigned existing office procedures• Provided administrative support to area president• Fluent in the German language

El Pomar’s Internship Program provides a unique summer experience for continuing undergraduate students. Interns receive an introduction to the nonprofit sector and an opportunity to develop professional interests and skills. Interns work with and are mentored by leaders in philanthropy. In addition to receiving professional administrative experience, Interns meet every week to participate in additional trainings through a professional development series, covering topics ranging from the nonprofit sector to leadership theory. In my work, I created and formatted the EPYCS (El Pomar Youth in Community Service) school and staff operations manuals.