For far too long, Health Organizations have had to make miracles happen without a sufficient bench of high-quality providers. With Send-it Healthcare, that all changes. Our team of amazing individuals built a company and platform that is:Cost Efficient: Our overhead is the lowest in the industry. You shop the platform directly to find rates that fit within your budget. Transparent: Gain insight into provider performance, credentials, and total cost, enabling informed decisions for seamless operations. Affordable: Access a curated pool of diverse medical professionals with no buyout or clearance requirements.Our Vision:To be the market leader in labor solutions through unparalleled efficiency and quality. Our Mission:We are committed to simplifying the connection between health professionals and patient care.

Regional leader for multiple hospital service lines including critical care, hospital medicine, andemergency medicine.• Direct oversight of 210 physician FTEs and 190 advanced practice providers. Responsibilitiesinclude compensation models, leadership development and planning, productivity and staffing,recruitment, etc.• Reduced premium pay by 49%, and annual impact of $3.2 million, through a robust recruitment plan,leadership development, and intentional employee engagement tactics.• Exceeded 2022 budget by 131% and prior year by 85% through proper expense management, strongprovider recruitment, and contract growth and development.• Partnered with hospitals to improve key performance indicators including a reduction in thelength of stay, decreasing patients who left without treatment, and improving ventilationmanagement.• Successfully recruited and retained site medical directors for each hospital and worked toimprove overall provider satisfaction in the workplace.• Worked with leadership to stabilize provider staffing services and improve cost managementthrough proper skill mix utilization and workload management.

• Oversight of multiple departments including surgical, procedural, and support services.• Led COVID response efforts including surge planning and execution, facility safety measures, and community vaccination efforts.• Improved overall employee engagement across the facility resulting in a 7-point increase and the 4th most engaged hospital in the company (185 total hospitals). Engagement efforts resulted in a 29% decrease in turnover year over year.• Currently leading construction efforts including the completion of a Free-Standing Emergency Department ($13M project), OR renovation ($18M project), Cath Lab renovation ($1M project), GME program launch.• Improved compliance with enhanced surgical recovery best practices resulting in decreased mortality, complications, and length of stay.• Successfully pitched surgical programs aimed at increasing specialty surgical procedures including a bariatrics program a breast program.• Successfully pitched a Certificate of Need (CON) licensed bed expansion resulting in a 10% licensed bed increase.• Currently leading the development of additional access points through clinic expansions, urgent care development, surgical center expansion, and provider partnerships with the intent of driving better outcomes and streamlined healthcare.

• Oversight expanded to 24 ancillary and procedural departments (850+ employees) including all construction projects and plant operations, neurosciences, safety and security, etc. Responsible for an annual budget exceeding $150M.• Served as the Incident Commander and lead for the COVID-19 hospital response including PPE conservation, COVID testing, and surge planning.• Served as the lead for key construction projects including a $25M Operating Room expansion, a $35M ED Expansion, and $16M GME buildout.• Improved Neurosciences Program through physician recruiting, national certifications, and expansion of current capabilities. Examples include DNV Stroke Certification, recruitment of an additional Interventional Neuro-Radiologist, and launching Viz.Ai (artificial intelligence for stroke patients). Efforts resulted in a 67% CM increase over prior year ($2.3 M increase YOY).• Further expanded the Cardiovascular Program by launching Mitraclip and Watchman procedures, expanding EP capabilities, and gaining approval of a $15M cardiovascular expansion. Contribution margin increased by 8% year over year and EP volume increased by 10%.• Helped lead a cultural transformation through the development of performance expectations and redefining the mission, vision, and values. Results included an 8-point increase in employeeHealthcare System ExecutiveValues driven leader developing creative solutions to positively impact healthcare.engagement over prior year, the largest increase in the Far West Division. Departments reporting to the COO scored 5 points higher than the HCA average and 11 points higher than the prior year.• Developed a strong internal pipeline of engaged leaders resulting in strong operational performance as well as the most engaged leadership team in the hospital (88% engagement score- up from 59%).• Successfully led the hospital through a termination notice issued by CDPH because of five condition-level findings and an immediate jeopardy.

• Oversight of 12 ancillary and procedural departments (450+ employees) including cardiovascular services, interventional radiology, laboratory, radiology, orthopedics, and more. Responsible for an annual budget exceeding $100M.• Increased cardiovascular EBITDA by 9.3% ($4.9M to $5.4M) through multiple service line enhancements including a structural heart program, high risk PCI program, and proper Impella patient identification.• Increased employee engagements by 10% year over year through evidence based leadership tactics including intentional rounding, department huddles, stoplight reports, etc.• Increase patients satisfaction scores by 15% from Q1 2019 to Q2 2019 through AIDET validations, filling core vacancies, and leader rounding.• Significantly decreased PCI mortality through evidence based practices and physician scorecards.• Graduated from the HCA COO Executive Development Program. This program is a prestigious leadership development program partnered with the Harvard Business Review designed to train the next generation of healthcare leaders.

-Administrative oversight of multiple ancillary departments and out-patient services including; Lab and Blood Bank, Environmental Services, Out-patient Imaging, and Out-patient wound care. -Charged with ensuring that the organization meets budgeted staffing ratios including Man Hours per Adjusted Admission and Employee Equivalent per Occupied Bed. - Help develop and maintain the strategic direction of the organization through potential service line expansions, program alignment, and outreach opportunities.

• Conducted a business case analysis identifying the potential need to expand cancer services in the Las Vegas metropolitan area. The analysis included a detailed implementation plan and financial projections for a Blood Cancer Program and Bone Marrow Transplant Center at a local facility. • Reduced the number of bed rentals through an analysis of ordering procedures and patient eligibility criteria. The reduction is expected to save the organization over $200K in the next five years.• Identified and recommended a disinfecting system used to reduce hospital acquired infections. • Worked with division leaders and local hospitals to implement total quality management principles and improve clinical outcomes for patients. • Co-led initiatives and seminars educating employees on the HCA Code of Conduct policies in coordination with the Ethics and Compliance Officer. • Developed inpatient staffing criteria for Wound Care consults and visits.

-Researched and implemented a price transparency model in order to help a community hospital market themselves to patients and stay competitive in a consolidating market. -The model included a strategic plan along with preliminary implementation in order to ensure the success at the hospital level. The deliverable included:-A simplified charge master with consolidated prices in laboratory and radiology services without affecting the hospital’s margin.-A method for determining a “care bundle” price for popular services rendered at a hospital thus educating patients and clinicians on price variability.-A process to implement the Activity Based Costing method in order to truly identify the costs associated with providing care.-Presented the recommendations for becoming a price transparent facility to the hospital’s administrative team and directors.

Key Accomplishments:• Created and implemented a robust, nationally recognized volunteer program in the Emergency Department that focused on patient satisfaction. The program attributed to a 16% increase in overall patient satisfaction (57% to 73%). • Led and managed an HCA system-wide pilot employee recognition program designed to motivate behavior and increase staff morale. As a result, engaged employees increased from 64% to 71%, among the highest in the company.• Focused on process improvement in the Emergency Department and assisted in defining throughput processes that led to 13-minute decrease in door to doctor time (from 20 min to 7 min). • Served as the project manager for a pilot program (Accendowave) aimed at increasing patient satisfaction through the implementation of tablets and an EEG monitoring system.Responsibilities:• Reported directly to the CEO and assisted in day to day administrative responsibilities such as leading executive team meetings, financial decision making, presenting at directors and board meetings, patient rounding, contract reviews, etc.• Continued managing all programs that were implemented during my time at Southern Hills (The employee incentive program, Emergency Department volunteers, Accendowave).• Started as an unpaid school internship that led to a FTE position in charge of special projects in Administration.

-Collaborate closely with Administrators across the valley and help link the future Health Care leaders of Nevada with the current.-Organize and oversee all social media efforts for the club.-Coordinate community outreach and volunteer efforts for members of the HCASA.-Responsible for the spending and distribution of any funds for the club.