Oversees day-to-day operations and all non-clinical aspects of the organization. Ensures the functionality of all business initiatives and guides the organization through ongoing optimization and sustainable growth activities.

Serves as second in command to the CEO with direct oversight and responsibility for the organization's people systems, operational controls, and administrative and reporting procedures to effectively grow the organization while supporting financial strength and operating efficiency.Direct oversight of the following departments: Human Resources, Facilities. Marketing, Electronic Health Records, Health Information Systems. Infection Prevention, and the Administrative Office.Additional responsibilities include:1. Strategic Planning and Organizational Review processes2. Ensure optimized efficiency of people, policies, procedures and practices3. Responsible for driving UIHS to attain its annual business goals and objectives4. Responsible for the measurement and effectiveness of all processes internal and external. Provides timely, accurate and complete reports on the operating condition of the UIHS5. Spearhead the development, communication and implementation of effective growth strategies and processes6. Foster a success-oriented, accountable environment within the company

*Serve as 1 of 5 senior leaders on MRCH Executive Team, administrative representative on all Medical Staff Committees, reported to MRCH Board of Directors*Lead in organizational turnaround initiative including: GPO transition, ER point of service collections implementation, staffing optimizations, re-design of hospitalist program and negotiation of contracts including managed care contracts for a total improvement potential of $7 Million annually. *Serve as incident commander for COVID-19 Pandemic, Public Safety Power Shutoff events, Wildfires, and network outage events with significant collaboration with local agencies and healthcare institutions *Providing executive oversight, coaching, and guidance to the following departments: Rehab, Laboratory, Radiology, IT, HIM, Materials Management, Food and Nutrition Services, Discharge Planning, Social Services, Patient Experience, the Volunteer Program departments as well as the Hospitalist program *Designed/optimized and deployed organizational productivity reports, position control, monthly operational review systems, department and organizational budgets and associated training*Designed/optimized and deployed organizational strategic plan, managers’ meetings, managers’ university, and key organizational communication processes*While improving financial foundation, achieved 4 star quality rating through CMS*Recognized as one of the top 10 hospitals in Northern California in Managed Medicaid’s QAPI program*Successfully met MIPS and Meaningful Use requirements *Successful physician recruitment, retention, and program development experience with deployment of RVU-based contracts*Directly partnered with Medical Staff to revise Bylaws and Rules and Regulations, develop/deploy OPPE/FPPE process, adopt EMR/Voice Rec, optimize CPOE/electronic documentation and improved medical records timelines

• Providing executive oversight, coaching, and guidance to the following departments: Information Systems, Materials Management, Operations, Quality and Safety, Environmental Safety, Dietary, and Regulatory Compliance• Achieved distinction as one of 3 hospitals in New Mexico to receive a 4 star quality rating through CMS, received an “A” rating from Leapfrog Group in 2016, and recognized as a top 100 SafeCare Hospital through the SafeCare group for 2016• Played key role in developing strategic and operational plans incorporating board, physician, and community analysis feedback• Executive owner and program manager for Meditech Magic to 6.14 upgrade, involving 200+ internal roles, interfacing with 10 major vendor teams, multiple contractors and contracting firms and associated process re-design• Play an integral role in physician relationships, founded GRMC’s Physician Advisory Board, and working with the multi-disciplinary physician team to implement electronic physician order entry and documentation to ensure meaningful use compliant systems• Member of community’s clinical integration efforts – providing strategic insight into performance improvement and information systems considerations• Program manager for ICD-10 implementation requiring significant community physician and community clinic collaboration

• Played a key role in developing the processes and infrastructure which led to a $10 million turn around in 10 months (12% bottom line turn around) when facing a $9 million deficit• Optimized OR throughput through various process improvement initiatives, allowing for triple the volumes • Administrative team member providing coaching and guidance to the following departments: Information Systems, Materials Management, Dietary, Maintenance, Laundry, Housekeeping, Rehab Services, and Wellness.• Designed and oversaw facility, infrastructure and information systems master plan implementation• Primarily responsible for the operational excellence infrastructure within GRMC including the project management steering committee, project management accountably cycle, and the associated organization wide training• Responsible for analyzing, developing, implementing and refining systems and processes to meet key organizational objectives• Continually refine and apply appropriate tools, tactics and strategies, including evidenced-based Project Leadership, PDCA and Lean Six Sigma methodologies to complex projects to achieve expected outcomes• Program manager for numerous projects including Meditech 6.1 transition from Meditech Magic, Meaningful Use, and ED Throughput

I lead the development and implementation of process/performance improvement efforts across Gila Regional Medical Center. I am responsible for analyzing, developing, implementing and refining systems and processes to meet key organizational objectives. I work with organizational leaders and frontline caregivers to create effective new processes and to improve the efficiency of existing processes using evidencedbased project leadership and performance improvement methodologies.

• Created a positive contribution margin in a department that historically lost up to $50,000/month • Maintained and grew revenue levels while reducing staff by 3+ unit producing caregivers • Coached team members in proper billing practices and implemented accountability measures improving per stat revenue from $150/patient to over $200/patient• Increased wellness memberships from 1,150 to over 1,400• Developed and created reporting and tracking systems within the department to accurately measure productivity and financial performance for improved administrative tracking and reporting• Developed innovative staffing models which reduced staff inefficiencies in the inpatient and outpatient environment• Reduced patient wait times in the registration area using PDCA and Lean approaches from 30 minutes to 5 minutes • Developed and implemented multiple wellness programs, from Aqua Zumba to Martial Arts, to improve membership diversity and involvement • Assured services were in compliance with professional and clinical competency standards, state and federal regulatory requirements• Oversaw inventory, order processing and distribution of products and services• Hired, fired, reviewed, coached, and inspired department of over 40 caregivers• Directed and led activities of a multi-disciplinary department across two drastically different business models (retail and healthcare)

• Direct patient care including treatment, documentation, and implementation to client’s referred for occupational therapy in the acute and outpatient settings• Member of an interdisciplinary rehab team including PT, PTA, SLP, therapy aides and other support staff.• Supervising responsibilities for COTAs• Lead role in clinical program development• Lead facilitator for rehab department’s Franklin Covey leadership development activities• Committee chair for department Planetree patient satisfaction project