Consulting with healthcare delivery systems and executives to deploy business strategy, improve operations, and create a culture of continuous improvement. Develop strategy deployment processes with linked goals and objectives. Lead large-scale improvement initiatives via integrated facility design and rapid process improvement that achieve breakthrough results in quality, cost, service, delivery and team engagement. Conduct clinic and surgery center space utilization studies and forecasting. Leadership development and coaching based on lean improvement principles.

Executive Director IS Strategy, September 2022 – June 2024Developed and deployed the annual strategic plan and priorities for a $600M technology group. Facilitated ongoing executive and senior leader monthly business review meetings to ensure success in delivering results. Managed a team of program managers and analysts and established management systems across IS. Led large-scale value stream improvements for a $200M technology procurement process for IS organization. • Led monthly executive review meetings.• Implemented a management system to achieve key performance results across IS.• Increased team satisfaction scores in 13 out of 17 areas; 7 categories were 90% or more favorable.• Coached IS Contract Operations team to achieve 95% of requisition tickets closed in 5-days.Principal Product Manager Administrative Technologies, April 2021 - September 2022Led the overall technology product design and implementation to improve the end-to-end onboarding processes for new caregivers across the organization. Led discussions and planning with executives and senior leaders across the divisions. Key role for establishing scope, vision, strategic business case and approach to design, implementation, and spread of new technologies. Owner of the innovative application access dashboard and day one metrics dashboard. Worked with Agile process and software engineering team in Hyderabad, India.• Completed business case behind decision to proceed with new technology that showed increased revenue for inpatient care of $7M and reduced nurse outsourcing costs of $500k.• Increased account claiming success rate from 55% to 88% in 6 weeks for 3 large hospital systems.• Reduced support team incidents by over 80% for issues related to account claiming.

Launched independent consulting business to leverage deep experience in leading large-scale initiatives, strategic planning and business analysis to help other healthcare organizations overcome key business challenges. Representative clients are Dignity Health, Kaiser Permanente, The Vancouver Clinic, Intermountain Healthcare, The Everett Clinic (Optum), and Seattle Children’s. Worked with primary care, pediatric behavioral health, women’s health, pediatrics, gastroenterology, cardiology, sports medicine, orthopedics, podiatry, ENT, dermatology, physical therapy clinical service lines.• Led 2-year organization-wide initiative at Dignity Health to develop and deploy new primary care operational model, facility design and patient experience across 3-states sponsored by the CEO of ambulatory care (referred to as “Care of the Future”). Outcomes: 40% increase in team satisfaction, 53% reduction in wait-time for patients during the visit, 50% increase in exam room utilization.• Led 3 major rapid process improvement initiatives at Kaiser Permanente - Santa Clara Medical Center sponsored by the COO and CMO that addressed major cultural challenges in the emergency department and the medical and surgical floors. Outcomes: increased multidisciplinary round compliance from 10% to 90%, reduced ED boarding hours from 124 to 54, and increased the patients admitted in less than 60-minutes from 30% to 49%.• Led 10-month strategic initiative at The Vancouver Clinic to redesign the ambulatory surgery center for a new facility in Salmon Creek, WA. Created innovative neighborhood care team model with integrated sterile processing. Outcomes: reduction of lead-time from arrival to case start from 90-minutes to 45-minutes, 23-minute pre-op prep cycle-time, reduction in time to re-order supplies by 70%, and reduced supply and drug costs by $10 million.

Directed improvement strategy, initiative prioritization, and implementation of the daily management system across the organization. Coached a team of eight internal consultants and various executives and senior leaders of key service lines and strategic initiatives to implement changes that improved performance. Served as a key member of Board Operations Committee that set direction and monitored progress towards achieving key performance metrics. Led the $24M Smokey Point Medical Center initiative from concept through sustaining.• Designed innovative patient experience, operating model, and clinical team structure to occupy a 60,000-square foot medical center that achieved 89th percentile patient satisfaction, 23% increase in patient care space per 1,000 square foot and $4.5 million capital cost savings.• Facilitated over 30 large cross-functional design events with 40-50 team members that resulted in unified vision, a set of standard work, and daily management system.• Led effort to develop a business case for the redesign work for Primary Care model that reduced operating costs by $900,000 and increased the percentage of calls answered live to 97%.• Developed team and organization-wide daily management system to balance work and improve performance across the team and organization.