“Chief” of Primary Care directly responsible for all aspects of clinical care, operations, safety, quality and veteran satisfaction. Accountable for staff including 110 providers and tasked with delivering care to >140,000 enrolled veterans across the state of Colorado. Reconstructed leadership and meeting structure to facilitate ongoing collaboration among nursing, scheduling, providers and the business office on strategic initiatives. Directed collaboration across multiple services to create strategic plan. In partnership with data analytics, validated data streams and created monthly reporting of slot utilization and completed encounters. Utilizing monthly analysis of patient wait times, etc., iteratively directed schedule adaptations to meet patient need and maximize workforce utilization. Partnered across service lines and caregiver disciplines to develop innovative models for Team-Based Care including reassignment of roles and responsibilities. Overhauled provider incentive program to promote patient-centric business goals including productivity, quality and team-based care. Created an incentive program for Advanced Practice Providers. Instituted a Grand Rounds for Primary Care that is responsible for providing CME-awarded education on timely topics as well as those encompassing the scope of Primary Care. Utilized vision-sharing, data transparency, and incentives to increase completed encounters across state-wide service by 7.5% in one year. Restructured the PCP empanelment process to include adjustments based on a validated tool predicting utilization and workload. Established quality improvement process to urgently address lagging metrics. Within 1 year, realized significant improvement in 6 of 9 measures—pushing 3 to above National benchmarks. Created Acute Care Clinics at multiple clinics to address urgent patient needs and decrease ER and Urgent Care usage.

Directing all clinical staff and operations across multiple sites and a wide variety of services and patients. Accountable for quality, safety and patient satisfaction with all services. Responsible for the productivity and financial performance of all clinical services across > 7 sites and > 50 faculty as well as non-faculty physicians, advanced practice providers, fellows and residents. A member of the Executive Council providing strategic leadership for the department. Led the department in the strategic analysis of clinical services and in the development of 2019 and 2020 Strategic Plans Increased productivity (completed visits and revenue) to exceed budget. Established positions, committees, and infrastructure to advance multiple clinical initiatives: Clinic Transformation Quality and Safety Clinic Operations Research Achieved significant improvement on all survey questions within Press Ganey patient satisfaction survey. In one year, all mean scores rose by 3.3 to 12.3%. Standard Overall score and “likelihood to recommend” both rose by >5.0%. A member of CRISP—the executive leadership team of the Primary Care Service Line at Thomas Jefferson University Hospitals and network of Primary Care practices with >350 providers and >750,000 empaneled lives. Led operational changes to increase team-based care—especially the creation of new processes and roles to deliver improved responsiveness to patient demands while offloading providers. Led creation of new compensation plan including incentive programs for wRVUs, quality performance and workload-adjusted panel size.

Chief of medical, optical and behavioral health service lines across four sites, including direct and indirect management of all staff. Accountable for the clinical, operational, and financial performance of all clinical services. Principally tasked with increasing patient volumes while transforming the primary care practice to improve quality and excel within a capitated payment model. As second-in-charge for the organization, set strategic goals, annual budget and served in the negotiation of multiple contracts.Job Accomplishments:• Expanded the scope of medical services within clinics to include pediatrics, obstetrics, geriatrics, behavioral health and case management while doubling staff and tripling the number of visits and empaneled patients. • Improved patient access and expanded services through leadership of a large-scale (500+ K) facilities renovation project with responsibility for strategic planning, space design, construction, and budgeting.• Delivered revenues above budget and reversed a long history of unprofitability for Primary Care service lines through leadership of scheduling, productivity and recruitment.• Improved measures of patient outcomes to above state and national benchmarks and garnered multiple grants to support further transformation by developing and directing a quality and process improvement system.• Directed a staff of behavioral and medical providers to establish: o Standards of practice, policies, and protocols (e.g. prescribing of controlled substances) o Aggressive targets for productivity and patient satisfaction o Regular peer review to drive education, quality improvement and re-privileging• Improved quality of care and established an effective supply of providers by creating a Nurse Practitioner Primary Care Fellowship. Designed schedule, curriculum, and preceptor structure while creatively writing employment agreements to protect organization from losses.

Associate Director of an accredited 3-year Family Medicine residency program with 12 faculty, 24 residents, and multiple staff. Responsible for accreditation, quality of education, and management of a large outpatient clinic. • Directed transformation of the Family Medicine clinic to garner Level 3 (the highest) NCQA recognition as a Patient-Centered Medical Home (PCMH). Provided leadership, communication, and motivation to a large, cross-functional group while redesigning clinic operations. Subsequently, Co-chaired the clinic’s effort to maintain Level 3 PCMH recognition on a new EMR.• Developed a new, ACGME-accredited Sports Medicine Fellowship.• Directed the faculty in overhauling the curriculum, learning objectives and the evaluation system in preparation for ACGME reaccreditation. Co-authored Program Information Form (PIF) and successfully garnered 5-year (maximum) reaccreditation for residency.• Coordinated faculty in identifying core competencies of competent physicians and developmental milestones of progressing resident-learners. Redesigned evaluative methods around sub-competencies and milestones. Presented nationally on this innovative approach.

Responsible for operational management of physicians and staff within 26-provider clinic.• Improved patient access, provider utilization and clinical revenues by leading data-driven changes to clinical templates and scheduling.

Accountable for recruitment and scheduling of resident physicians including quality of education and program accreditation. • A national presenter on multiple innovations within the residency program.• Co-Director of Mayo Clinic Clinical Reviews—a renowned, annual CME course with a national audience. (2002 – 2008)