Strategic leadership development, Strategic planning, Executive coaching, Business consulting, Recruitment, Project management, Workforce development and apprenticeship design and coordinationProcess Consultant: Improvement Advisor and Executive CoachWorkforce Development:Designed and coordinated Workforce Development programs and apprenticeships with the Department of Labor, Educational Institutions and Businesses Economic Development and Lobbying: Worked with the Chief of Staff of a San Antonio City Councilman to get the “first in Texas” Veterans Business Ordinances passed to provide veterans with a government contracting preference. Provided testimony to City Council and the Mayor of Pitman, NJ and provided subject matter expertise as designed a strategic plan for a cannabis resolutionFinacial Representative: The Guardian Life Insurance Company of America (Opes One- San Antonio, TX office)

Penn Medicine Management Consultant: Completed a year long Business Process Improvement project in the operating room and sterile processing department at Pennsylvania Hospital.• Migrated surgical trays processed onsite at the hospital to the offsite interventional support center, increasing the use of offsite services from 30% to 55% • 162% improvement in staff satisfaction related to surgical instrument availability. • 65% reduction in staff facing instrument availability issues. • 55% increase in staff satisfaction with overall operating room supply management processes and design. • Provided executive coaching and change management.

Lead the daily operations of a three-million-dollar medical group and 24,000 square foot multi-tenant medical building. Responsible for P&L, financial accounting, strategic planning, HR, marketing and property mgmt. • Led 1.5 year-long merger and acquisition of the medical group with a billion-dollar private equity firm and health system, resulting in the acquisition and sale of a 24,00 square foot building and medical group. • Directed the redesign of the supply chain processes to decrease inventory management expenses by 70%. • Performed strategic reviews of every business function, resulting in the redesign of HR systems, revenue cycle, merchant services, and telecommunications. Maximized patient revenues and improved accounts receivables by 20% and cash collections by 100%. • Designed and directed the integration of the medical group into the largest clinically integrated network.

Responsible for oversight of clinical and financial operations of 8 surgery centers in 6 states spanning from Arizona to New York. Attended board meetings and coached ASC administrator, director of nursing and Physican board members. Responsible for performing mock AAAHC and Joint Commission surveys to prepare center for continuous survey readiness. Oversee the QUAPI (quality performance improvement) of each surgery center and also clinical patient flows and process improvement for clinical and regulatory processes.

Assistant Vice President of Surgical Operations, Virtua Medical Group, Marlton, NJ 2015-2017Directed the merger and acquisition o surgical practices. Directed the operations of 9 surgical practices with 100 FTE’s, responsible for physician relations and P&L. Reorganized practices into specialty service lines. Results: Improved clinical coverage and physician satisfaction and a 10% increase in encounters.• Collaborated with a cross functional team to redesign the bariatric surgery service line, by adding a psychologist, RN navigator and redesigning pathways. Results: 0 readmits, increased volumes/revenues, MBSAQIP COE survey scheduled 2017.• Championed military veteran’s programs by providing business development and operational expertise. Results: New veteran’s telemedicine program, compensation and pension examination program and potential career apprenticeship program.• Developed lead medical assistant and patient care coordinator roles by working with a cross functional design team. Results: Improved clinical oversight, increased physician and patient satisfaction.• Redesigned the surgeon onboarding process. Results: Increased physician satisfaction and engagement.• Created and designed the Uber non-emergency medical transportation (NEMT) to transport patients, resulting in a redesign of the transportation voucher process. Results: Resulted in decreased no-shows, improved clinical outcomes and improved patient engagement.• Developed a plan to provide systems and design thinking education to the executive planning committees of the new hospital, improving the understanding of the complexities in healthcare and providing the context for the new hospital design.

Reported to the Vice President, collaborated with a co-manager to supervise over 220 staff members in 32 operating rooms with a 100 million dollar budget averaging 100 cases per day in a union environment. Provided leadership and coaching to seven service line managers and six charge nurses to build a team focused on aligning core values with the mission. Provide strategic, financial, regulatory and operational expertise. Member of executive committees, including value analysis, lean process improvement, and infection control, anesthesia and cross functional surgical committee.Selected Accomplishments:  Nominated service line manager for nurse of the year award, resulting in her winning the award Visited and benchmarked medical device manufacturer and US Airways to develop Lean Six Sigma and Hospital Operations Patient Flow Projects Created and managed a hospital operations project after completing the Institute of Healthcare Improvement’s Hospital Operations Course resulting in increased cardiac surgery volumes by 23% Led the transition of the otolaryngology service line to the outpatient surgery center resulting in a 20% increase in volumes in the surgical center and a 10% increase in the main operating room Enhanced the performance of a world class orthopedic service line by creating a lean business model that decreased waste, improved team work and cultivated continuous improvement, resulting in U.S. News and World reports rating the service line as #17 in the country and #4 in surgical volumes Project manager for Joint Commission Wrong Site Surgery Project resulting in a 20% decrease in the amount of defects measured and a 30% decrease in amount of staff breaks taken Project manager for Six Sigma Flash Sterilization Project resulting in decrease of immediate use instruments from 16% to 3.9% Project manager for Implant Wastage Committed But Not Used Six Sigma project resulting in cost savings of $300,000

Reporting to the Vice President of the Hospital, provided profit and loss and operational leadership to the following areas: Operating Room, Same Day Surgery, Endoscopy, PACU, Preadmissions Testing and Urology Clinic. Member of two cross functional executive committees. Supervised 50 nursing professionals to coordinate the implementation and evaluation of safe, therapeutic and cost- effective patient care practices. Directed fiscal expectations for the department and hospital (including monthly and annual goals, updates on department performance, variances and necessary fiscal adjustments). Directed policy and procedure development, strategic planning, administration, and evaluation of resource utilization.Selected Accomplishments: Developed leadership coaching model for charge nurses that resulted in increased collaboration, improved outcomes and increased staff, physician and patient satisfaction Nominated manager for Nursing Spectrum Award, resulting her becoming a nurse of the year candidate Collaborated with construction contractors to oversee the renovations of the entire operating room, same day surgery and post anesthesia care unit over a fifteen month period Directed the Bariatric Surgery Center of Excellence initiative to create a hospital wide, cross functional nursing director team to successfully achieve American College of Surgeons Bariatric Certification Assured the departmental performance improvement program met Joint Commission, Healthcare Facilities Accreditation Program, Department of Health and the CMS regulatory licensing requirements Led multi-performance improvement process teams to facilitate continuous process improvement and facilitate intra and interdepartmental problem solving and planning Collaborated with human resources for recruitment, selection or retention of staff for assigned departments and/or services, to assure continual operational improvement

Estech markets a broad portfolio of innovative medical devices and disposables that enable cardiac surgeons worldwide to perform a variety of traditional and minimally invasive surgical procedures. Performed sales calls and presentations to increase territory revenues in the Mid-Atlantic and Northeast regions. Supported sales force in the region by driving product adoption through education, training, business development and establishing relationships with key opinion leaders. Initiated product orders and met with clients to close business.Selected Accomplishments: Increased the adoption of cardiac medical devices used in minimally invasive, open heart and beating heart surgery, atrial fibrillation and left ventricular reconstruction surgery Trained surgeons, nurses, perfusionists and anesthesia providers on the use of medical devices. Established and coordinated minimally invasive cardiac training programs at world class hospitals including, Hahnemann, New York University, New York Presbyterian Hospital and Morristown Memorial Hospital.

The DePuy Companies are part of the Johnson & Johnson Family of Companies and are global leaders in providing healthcare solutions in orthopedics, spinal care, sports medicine and neurosciences. Selected Accomplishments: Taught surgeons and operating room staff how to use Depuy trauma and joint replacement products Marketed Depuy products to doctors and hospitals in the Philadelphia region