Population Health and Operations leadership consultation support within Ambulatory Operations Division• Implemented COVID-19 Testing Site throughput improvement to launch 800 new digital registrations and resulting from manual process. • Designed key performance indicator dashboard engaging Directors in development for sustained improvement • Grant Administration for New Jersey Department of Health Long Term Care Facility collaboration for Long Term Resilience advising on COVID-19 response.

As an in-house consultant reporting to COOs, senior vice presidents, providing change management, process improvement and growth strategies to clinical and non-clinical departments. Deliver leadership coaching at departmental level and present workshops on leadership accountability, project management and clinic workflow to line staff.

CEO role for 175-bed acute and behavioral health teaching hospital with over 500 FTEs, 200 medical staff members, a high-volume ED and crisis center with inpatient behavioral health unit of 40 Average Daily Census. Initiated Primary Care growth strategy with employed and community physicians through onsite visits, staff invitations and new digital communication platforms while recruiting 7 specialty physicians.• Led with campus detox facility warm hand off program and support initiatives to best support addiction & rehabilitation care• Established partnership with crisis center team to improve psychiatry and emergency department patient coordination• Achieved targeted EBITDA improvement over 7 months • Initiated Continuity of Care committee with County Health Department, Behavioral Health Division and local SNFs, LTACs, Rehabilitation and Assisted Living Facilities to improve access and care team coordination• Highly successful implementation of electronic health record from paper-based system

St. Christopher’s Hospital for Children—Philadelphia, Pennsylvania Chief Operating Officer (2013—2016)Interim Chief Operating Officer (2012—2013)Associate Administrator (2012)Senior Director (2011—2012)Promoted three times in two years, advancing to COO of 189-bed safety net children’s hospital ($62M EBITDA), with 250 pediatric sub-specialists affiliated with three local medical residency programs. Challenged to drive growth through service line expansion and master facility plan implementation. Served as executive-in-charge for labor management and process improvement initiatives; oversaw all support and ancillary services. Managed 11 direct reports, with oversight for 275 FTEs. Administered $40M annual operating budget. Implemented Lean and Toyota Production System process improvement across 40+ hospital and practice departments. Decreased patient wait times by 40% and increased OR on-time case starts by 50%+. Delivered $1M reduction in salaries, wages and benefits by providing detailed staffing analysis and training middle management on effective labor utilization. Drove 20-point gain in employee engagement scores via leadership-involved employee action planning and middle management accountability. Directed completion of $30M Center for the Urban Child, which provides cost-effective, efficient primary pediatric care to 100 patients daily. Oversaw planning, design and construction of $90M critical care tower, which doubled NICU, ICU and CICU capacity with private rooms and doubled dental and rehabilitation space.

The Memorial Hospital of Salem County—Salem, New Jersey Chief Operating Officer & Facility Compliance Officer Recruited as second-in-command for a 140-bed rural community hospital ($20M EBITDA), with 25 multispecialty employed physician practices. Led all ancillary and support services; oversaw capital resources/projects; and maintained regulatory and ethical compliance across organization, including coding and billing. Led five direct reports, with oversight for 150 FTEs. Strengthened communication with local employed and volunteer Emergency Medical Services agencies through monthly networking events and community partnering, which increased use of hospital services. Directed Capital Projects team to complete $500K OR advanced laparoscopic surgical tower system, $1.5M MRI replacement and $350K mobile MRI/CT/PET service expansion in adjacent Gloucester County. Established Coordination of Care team with area nursing home and sub-acute rehab facilities, leading to 5% decrease in LOS for patients frequently transferred between hospital and area facilities.

West Hills Hospital & Medical Center—West Hills, California Associate Administrator (2005—2009)Managed $64M in construction projects and all ancillary and support services for 236-bed community hospital ($46M EBITDA), including respiratory therapy, environmental services, facilities, food/nutrition, security, switchboard and guest relations. Led hospital bargaining team for SEIU and UHW, as well as hospital-wide HCAHPS improvement effort. Directed team of seven, with dotted-line authority for 200 FTEs. Partnered with senior leadership team to deliver operational improvements for cardiovascular service line, resulting in Chest Pain Center accreditation and STEMI Center designation. Reduced door-to-balloon time 60% by establishing communication procedures and accountability structure for clinical caregivers to advance timeline for patient safety. Piloted on-time, on-budget completion of $60M, 47,000-square-foot expansion to emergency department, ICU and outpatient services and $4M cath lab renovation. Directed seamless installation of $3.5M worth of equipment, including new digital mammography and MRI replacement. Expanded neuro-spine, orthopedic, oncology and burn service lines, attaining 10% volume growth. Increased employee satisfaction 6% improvement after introducing detailed action plans and townhall-structure facilitation with leadership team. Administrative Resident (2005)Completed residency as requirement for graduate program. Created marketing strategic plan and HIPAA security screening plan for organization. Created and executed strategic marketing and communications plan focused on growing cardiovascular and oncology service lines. Achieved 10% revenue grown and 10% increase in inpatient census. Implemented automated and central scheduling for cath lab, radiology and nuclear medicine departments, resulting in 25% gain in outpatient appointment volume.

Worked 30 hours per week as undergraduate and graduate student. Reported to Director of Operations. Managed special projects, including service line development for new sleep center and GI and pelvic floor center. Supervised 10 FTEs on outpatient appointment and patient registration team. Established new patient registration, which verified eligibility of 700K lives and contributed to revenue gain.Decreased no-show rate by 70% of all scheduled physician appointments via systematic implementation of tracking and communication with patients.