Manage the production of the podcast The Intentional Optimist, Unconventional Leaders for Andrea Johnson. Responsible for sound editing, publication, scheduling, creative for social media, coordination and communication with potential guests. Using software: Audacity, Canva, Tailwind and Buzzsprout.

PATIENT FRIENDLY ACCESS MANAGER University of Virginia, Charlottesville, VA 11/19-10/22Managed the performance call center and front desk team of 30 staff for the department of ophthalmology.Business Operations & Planning - Decreased open referrals from <3000 to >60 by implementing new processes, increasing staff by 10% and adjusting physician schedules to allow for more patient appointment access. - Quickly established trust working collaboratively with key… Show more PATIENT FRIENDLY ACCESS MANAGER University of Virginia, Charlottesville, VA 11/19-10/22Managed the performance call center and front desk team of 30 staff for the department of ophthalmology.Business Operations & Planning - Decreased open referrals from <3000 to >60 by implementing new processes, increasing staff by 10% and adjusting physician schedules to allow for more patient appointment access. - Quickly established trust working collaboratively with key stakeholders to integrate processes across platforms. - Explained the 'why' of the billing and scheduling processes and how this impacts insurance denials - the outcome decreased denials to >.4% within 6 months. which was a 6% improvement.Personnel Management - Designed onboarding process and work instructions for employees which didn't previously exist, to provide standardization and consistency toward identified productivity goals. - Overhauled team job descriptions to align with current marketplace skillset. - Post Covid, recruited and hired 15 employees to bring team up to full capacity of 30 in 8 months. - Conducted 1:1 monthly and quarterly call center performance reviews, using quantitative metrics for ongoing development and training, to ensure consistency, accuracy and exceptional customer service. Show less

Day-to-day operations of independent medical practice 5 doctors, 25 team members.Leadership Development- Coached employees during 1:1 and team meetings primarily working on team dynamics related to communication, self-awareness, and standardization of patient care.- Mentored / coached clinical team member and developed leadership and soft skills to prepare for clinical lead role. Promoted after 18 months to lead a staff of 18 responsible for all clinical patient care.-… Show more Day-to-day operations of independent medical practice 5 doctors, 25 team members.Leadership Development- Coached employees during 1:1 and team meetings primarily working on team dynamics related to communication, self-awareness, and standardization of patient care.- Mentored / coached clinical team member and developed leadership and soft skills to prepare for clinical lead role. Promoted after 18 months to lead a staff of 18 responsible for all clinical patient care.- Presented lecture at American Society for Ophthalmic Administrators Conference: "How to Get Paid for Non-Covered Services" - Presented talk at Sheboygan Women's Leadership Group on communication utilizing the Maxwell Method of DISC.Business Operations & Planning- Governed the totality of business operations for $2M enterprise, including HR, Accounts Payable/Receivable, Supply and Logistics, Marketing, and Community Interaction.- Identified and engaged new clearing house to improve efficacy, accuracy and speed of billing. Decreased denials by 8%, increased revenue by 22% by equipped the accounts receivable manager the tools, training and education required for coding and billing best practices. - Project management/GC for building expansion integrating two practices and new Lasik suite valued at $100k.Personnel Management- Merged two physician practices and onboarded six clinical and front desk staff within 30 days. Increased business volume required recruitment of one additional doctor and three ophthalmology technicians.- Researched national salary metrics and presented to owners for biannual review resulting in upwards of 15% salary increase. - Coached team on SMART goal development for performance and growth leading toward aligned goals with mission and vision. Show less

Day-to-day urgent care operations averaging 1,500 urgent care visits / month.Leadership Development- Opened five new locations requiring hiring, onboarding and training of 40 staff in 18 months.- Peer coached six managers on communication, soft skill development and staff engagement resulting in a 15% increase in employee retention.- Mentored / coached two front desk staff members developing soft skills and management prowess in preparation for next level leadership. They… Show more Day-to-day urgent care operations averaging 1,500 urgent care visits / month.Leadership Development- Opened five new locations requiring hiring, onboarding and training of 40 staff in 18 months.- Peer coached six managers on communication, soft skill development and staff engagement resulting in a 15% increase in employee retention.- Mentored / coached two front desk staff members developing soft skills and management prowess in preparation for next level leadership. They were promoted after 15 months to oversee urgent care centers responsible for all staff and clinical patient care, including day-to-day operations.- Awarded organizational "Center of Excellence" within one year for exceeding established KPI related to staff, operations, customer service and financial outcomes.Program & Operations Management- Customized marketing plans to facilitate community outreach, resulting in 24% growth of patient volume base, positively impacting revenue.- Implemented CQI guidelines to measure business performance through financial reports, operation plans and SWOT analysis, to meet organization standards of performance.- Educated nursing staff to plan for the "now" and not the "catastrophic event", reducing overhead expenses by 10%, eliminated inefficiencies in inventory management, contributing to budgetary gains.- Increased co-pay collection to 96% and registration accuracy to 97% through employee incentive plans.Personnel Management- As each new center prepared to open, orchestrated job fairs with six center managers across four states consisting of two half-days, on average executing 200 first and 50 second interviews on site. Fifteen to 45 offers per center delivered to candidates within 24 hours. Offers accepted were hired within 72 hours.- Designed and implemented new customer service policies and procedures with a focus on decreasing patient complaints and raising Press Ganey results to an average 9.2 from previous average of 7.4 over 3 months. Show less

Day-to-day operations of York Hospital Community Health Center. Leadership Development- Trained and empowered team to address patient concerns assuring all patient issues resolved.- Provided individual coaching for employee's career development.- Implemented Six Sigma and Lean Methodology learning to improve practice functionality and decreased wait times by 25%.- Educated team on Diversity and Inclusion utilizing Southern Poverty Law Center training… Show more Day-to-day operations of York Hospital Community Health Center. Leadership Development- Trained and empowered team to address patient concerns assuring all patient issues resolved.- Provided individual coaching for employee's career development.- Implemented Six Sigma and Lean Methodology learning to improve practice functionality and decreased wait times by 25%.- Educated team on Diversity and Inclusion utilizing Southern Poverty Law Center training sessions.Building Operations & Planning- Managed annual budget and responsible for monitoring all expenditures to look at cost containment opportunities by promoting efficient utilization of staff and services.- Member of leadership team that developed and implemented a Planned Care Collaborative which decreased ER visits for 6 patients saving $1M in hospital costs. This program ultimately became part of the Governer's program on an expanded basis.Personnel Management- Recruited and hired 6 new team members due to increase in patient volume by eliminating wait times and redesigning patient access schedules for 13 physicians with the goal of decreasing ER visits.- Responsible for all onboarding and training for all administrative and front desk staff.- Evaluated performance, tested competencies, provided staff continuing education.- Promoted 1 team member to supervisor who then was promoted into management. Show less

Day-to-day administrative management for 5 physicians in Hematological OncologyLeadership Development- Provided lecture and presentation for 30 administrative coordinators on electronic grant submission to the NIH through grants.gov.- Facilitated the SKCCC Hematologic Oncology non-clinical post-doctoral appointments including visa applications and management for international candidates.- Developed presentations for physician lectures.Building Operations &… Show more Day-to-day administrative management for 5 physicians in Hematological OncologyLeadership Development- Provided lecture and presentation for 30 administrative coordinators on electronic grant submission to the NIH through grants.gov.- Facilitated the SKCCC Hematologic Oncology non-clinical post-doctoral appointments including visa applications and management for international candidates.- Developed presentations for physician lectures.Building Operations & Planning- Drafted and prepared correspondence, manuscripts, presentations and reports for physicians.- Facilitated IRBA approval process for 7 clinical trials.- Submitted and managed <25 grants ensuring timely submission including pre-award and post-award budget management, clinical trial contracts, and progress reports as required for each grant awarded.- Monitored and managed regulatory compliance documentation, supplies, and budgets for 2 research labs. Show less