At the heart of TruHue lies a narrative woven with threads of purpose, resilience, and the vibrant hues of diversity, equity, inclusion, and belonging (DEIB). Our humble journey began with the recognition that greatness lies not in uniformity but in the symphony of differences. TruHue was not designed as a fad and it isn’t just a strategy; it's the echo of a story told by each of you; the users of TruHue.In the quiet corridors of curiosity, the spark—an idea humble in origin yet laden with profound implications. It emerged from a singular question that transcended the mundane. What if an assessment dared to delve beyond the surface? I took a very simple concept of an assessment and transformed it into a candid mirror reflecting the soul of your organization. This introspective gaze became the compass guiding my steps toward a future where every voice is not just heard but harmonized into a melody of innovation centered around DEIB.Our journey was no ordinary odyssey. It unfolded over a 2-year Malcolm Baldrige Fellowship, weathered the storm of a global pandemic, witnessed the vows of marriage to a high school sweetheart, cradled the delicate arrival of a daughter, and spanned three relentless years of research. It was a narrative written not in haste but in the deliberate strokes of passion and purpose.In the crucible of this journey, TruHue was born—comprehensive services that doesn't merely scratch the surface but plunges into the depths of organizational intricacies. These are not just tools; they are a testament to resilience, love, and a relentless pursuit of understanding. As we celebrate victories and learn from challenges, our story evolves—a dynamic saga of growth and adaptation. The legacy we're crafting isn't just about the present; it's a gift to the future. It's the story of an organization that doesn’t just navigate change but steers it—a legacy that echoes the true hues of progress and humanity.Our legacy begins!

Responsible for the overall direction of all care delivery models to include but not limited to hospice, palliative care, and community counseling. Responsible for the employment of qualified hospice personnel; the provision of hospice services, directly, and the delegation to and coordination of all serviceline personnel evaluations; establishing standards of care to comply with federal and state regulations and guidelines. Establish, implement, and evaluate goals and objectives for all servicelines that meet and promote the standards of quality and contribute to the total organization and philosophy. Responsible for long range planning and goals for the organization and enhancement of HOA services/programs to allow more individuals to receive quality care and fulfill organization mission.

Capital Hospice d/b/a Capital Caring (Capital Caring) is one of the largest and oldest (founded in 1977) non-profit hospice organizations in the United States. Capital Caring is one of the first hospices developed in the United States, and currently offer hospice home, inpatient services, and palliative care services throughout Maryland, DC, and Northern Virginia. Capital Caring is dedicated to providing hospice services, which includes expert medical care, pain management, emotional and spiritual support that is designed to meet the patient and family wishes and needs.Responsible for the direct development, implementation, and management of all operations and performance to include but not limited to organizational expansion through certificate of public need, patient care navigation, merger & acquisition, federal and state licensure, quality assurance, process improvement, education, utilization management, corporate compliance, risk management, infection control, data management, and customer service. Additionally, serves as the Privacy Officer for HIPAA regulatory compliance, Compliance Officer to the Board/President & CEO, Ethics Officer, and Safety Officer for the organization.As Cultural Operations Officer, responsible for development, guidance, and implementation of diversity, equity, inclusion, and belonging initiatives named Center for Health Equity. The Center, developed and implement innovative ideas and creative solutions from data driven decision insights. Measured progress and results through curated objectives and key results and was responsible for reporting to Governing Board on progress. Serve as the Brand Ambassador and Subject matter expert in the marketplace to connect community leaders and bridge gap between organization and underserved communities. Aligned organization objectives and corporate social responsibility commitments to engage community.

As Adjutant Professor, responsible for successful teaching and implementation of managed care practices for students throughout the Richmond area.

Vice President of Quality and Systems Improvement for the Mid Atlantic Affiliate that covers South Carolina to Maryland which includes the responsibility of successful implementation of evidence based guidelines/practice for 350+ hospitals that include both large (1100+ beds) and small (50- beds) facilities. Responsibilities:Reported to the Senior Vice President of Health Strategies; managed the regional operations and implementation of the American Heart Association’s quality agenda to support the achievement of the AHA/ASA Strategic Plan for 350+ hospitals from South Carolina to Maryland. Integrated shared strategies and common goals that positioned the organization’s guidelines as the de facto standard of care and increase the implementation of evidence based guidelines/practice. Managed the business units for quality improvement in the inpatient/outpatient setting and systems of care programs for the organization. Responsible for AHA/ASA positioning in healthcare quality for healthcare professionals and general consumers. Responsible for the regional execution of the quality agenda of the organization to improve the overall delivery of patient care through the healthcare system while maintaining knowledge of Joint Commission, Centers of Disease Control and Prevention, and other accrediting bodies.

Riverside Health System is a non-profit 5 hospital;1 trauma center, 4 location health system with a total of 747 beds, 500+ physicians with 130 locations. Health system service areas include Eastern Virginia & Eastern Shore. Major awards and recognition include Joint Commission Accreditation, Most Wired Hospital/Health System, Medical Group Preeminence, Exemplary Efforts Serving the Community, Employer of Choice, Elite Heat/Stroke Physician Recognition, Hospital of Choice, Top Heart and Vascular Center, and several more.Responsibilities:Reported to Vice President and Board Members on program initiatives to include Institute of Healthcare Improvement (IHI), Quality Healthcare Insights Program (QHIP), Surgical Care Improvement Project (SCIP), Joint Commission, State Licensure, Case Management, Patient Safety, and Centers of Medicaid and Medicare Services/Healthcare Quality Initiative (CMS/HQI). Charged with implementing and monitoring organizational continuous quality improvement. Act as the organization’s subject matter expert in performance improvement methods, providing training, consultation and complex project facilitation. Supervises, directs and plans the duties of the clinical data abstractor and is responsible for the coordination and oversight of the hospital’s participation in external performance measurement projects. Five direct reports and eight indirect reports.

Catholic based non-profit 24 hospital; 7 location health system that expands along the east coast. Bon Secours Virginia expands from Newport News to Richmond with over 1100 beds and 700+ physicians. Rewards and recognition includes Joint Commission Accreditation, Top Performer in CMS, Top Performer in ED satisfaction, Magnet Status, Most Wired, Stroke Certified, and host of other recognitions. ResponsibilitiesReports to the Administrative Director of Quality on program management and initiative development. Programs and initiatives include Institute of Healthcare Improvement (IHI), Quality Healthcare Insights Program (QHIP), Surgical Care Improvement Project (SCIP), Joint Commission, Patient Safety, and Centers of Medicaid and Medicare Services/Healthcare Quality Initiative (CMS/HQI). To coordinate the development, implementation, and evaluation of the hospital's overall Quality Improvement (QI) program, which includes all ancillary, nursing, and medical staff departments, to identify trends, prioritize and recommend improvements, decrease duplication, and ensure Joint Commission on Accreditation of Healthcare Organizations (JCAHO) compliance. To investigate incident reports, patient complaints, patient care issues, and other issues as requested by the supervisor. Serves as Administrative Director in absence. Three indirect reports

A non-profit two-hospital system with 615 beds, 25 employed physician offices with extensions in seven offices, 500+ member medical staff. St. Joseph's Hospital and Candler Hospital are individually accredited by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO), while the health system is one of a select few in the country to have achieved network accreditation status. Additionally, St. Joseph's/Candler is the only health provider in the region to have achieved MAGNET status for nursing excellence and is noted as one of the country's Top 100 Integrated Healthcare Systems by Modern Healthcare Magazine. Responsibilities Reported to the Director, System Performance Improvement on various program and project initiatives such as Institute of Healthcare Improvement (IHI), Quality Healthcare Insights Program (QHIP), Surgical Care Improvement Project (SCIP), Patient Safety, and Centers of Medicaid and Medicare Services/Healthcare Quality Initiative (CMS/HQI). Works with hospital boards, medical and professional staff to identify areas for improvement and facilitate system change. Develop system and physician quality report cards. Co-Chair the Quality Council and Top Performers committee. Serves as consultant for all patient safety and quality regulatory activities including JCAHO and Risk Management Committees. Two direct reports and four indirect reports.

Statewide organization responsible for the clinical education and quality resources for 67 County Health Departments. The Bureau of Chronic Disease Prevention and Health Promotion has expanded its capacity to provide a comprehensive approach to preventing, detecting, and reducing complications of chronic diseases in Florida. The bureau currently houses the following programs: Heart Disease and Stroke Prevention, Healthy Communities Healthy People, Diabetes Prevention and Control, Comprehensive Cancer Control, Breast and Cervical Early Detection, Arthritis Prevention and Education, and Epilepsy Services. ResponsibilitiesManaged all aspects of daily quality business operations to include quality operations management, human resource management, development of policies and procedures, preparing grants/proposals, and financial planning. Four indirect reports

The United States Army is one of four recognized Armed Services Unit. ResponsibilitiesProvided oversight and management of Battalion’s Administrative Operations Office consisting of four smaller units with 2300+ soldiers and equipment valued at over $800 million. Manage unit’s quality improvement teams to perform root-cause analysis and after-action-reviews to identify key opportunities for improvement. Provide personnel support that affects Soldiers’ overall welfare and well being, while assisting commanders by accounting for and keeping Soldiers combat-ready. Ten direct reports and 25 indirect reports.