Vice President, Human Resources, Sutter Shared Services June 2012-PresentResponsible for leading and standing up newly designed human resources delivery system within a multi-function shared services environment serving the Sutter Health system with over 48,000 employees. Complete human resources delivery system that includes Recruitment, Workforce Relations, Training, Compensation, Benefits, HR Information Systems, Reporting and Data Processing serving over 48,000 employees. • Successfully built high performing leadership team, established operations involving hiring and training of over 150 employees within direct organization• Successfully deployed all services to over 50,000 employees including training of staff and managers on new processes and technologies• Successful implementation of the employee portal that allowed 24/7 access and customized knowledge management• Continued collaboration to ensure success of the model through increased communications, regular updates and stabilization calls.• Building a culture of High Performance and Engagement through training and engagement of leadership• Continual process improvement through leveraging technology solutions, reducing variation and maximizing standardization

Selected to lead Human Resources Redesign to develop and implement new model primarily based on three distinct functions: Human Resources Business Partner, Centers of Expertise and Shared Services delivery. This entailed: -Comprehensive change management strategies to drive alignment across the organization-Provided leadership to design new standardized process flows based on best practice-Selected and implemented human resource technologies to support new environment-Build out of employee portal with customized employee data-Development of detailed desk top procedures, scripts and key performance metrics

Promoted to human resources executive position at SMCS which is a large tertiary care center with 732 licensed beds and 4800 employees. The center consists of three hospitals, a long term care facility, senior services and various outpatient services. Served as an integral member of the SMCS Administrative Team. Accomplishments include: -Successfully developed and implemented labor prevention strategies that have resulted in SMCS remaining the only major hospital in the Sacramento market that remained management represented during my tenure -Increased overall employee satisfaction from 68 to the 82 percentile using the Hay Group tool . SMCS was recognized as the “Best Place to Work in Sacramento” in 2004 and recognized as a Top100 Hospital for three years running.-Developed a customer-service oriented human resources department which is seen as a role model within the organization. Customer satisfaction increased from 3.51 to 4.40 (scale of 1-5) -Developed and implemented Human Resource Regional Service Center with a primary focus to integrate and centralize all back office functions -Developed effective human resource strategies that supported financial and affordability initiatives – Reduced FTE per AOB from 5.8 to 5.2 in one year-Enhanced total compensation programs including new Pay for Performance program, new Retiree Health Care Account, enhanced Pension Plans and other benefits to ensure market competitiveness.-Key contributor in implementing the Sutter Difference which focused on improved patient satisfaction. Specific initiatives included developing standards of excellence, new hire packets, 30 and 60 day follow-up tools, peer interviewing tools and new performance review tools and incentive plan based on outcome measures.--Successfully implemented various I.S/Software systems including Kronos time and attendance, Lawson HR suites, Self-Evident Application, Recruitsoft and electronic Personnel Action workflows

Led the human resources strategies for the Sacramento Sierra Region which is a comprehensive healthcare delivery system serving a 10 county area surrounding Sacramento. The Region is comprised of multiple hospitals, medical foundations and ambulatory services. Employs over 12,000 employees. -Provided exceptional transitional leadership-Led the consolidation and centralization of human resource transactional processes -Provided strategic direction on labor activities and negotiations within the region-Provided strategies to help reduced overall labor costs within the region

Provided human resources support to the Western Region and later as a consultant to the branch management team of a national insurance company.-Handled downsizing efforts (750-200 employees) with no adverse outcomes.-Developed and successfully implemented human resource audit function for regional and field offices within the Western United States (San Bruno, Dallas, Seattle, Denver, and Los Angeles).-Facilitated a total quality effort (process improvement) concentrating on workflow redesign that substantially reduced paperwork processing and improved customer satisfaction-Upgraded quality of staff and reduced turnover from 40 to 17% -Created and implemented “Career Directions” a career planning program that encouraged internal promotion.

Provided human resource leadership for Sutter Center for Psychiatry (69 bed), Kahi Mohala (88 bed psychiatric hospital located in Oahu, Hawaii). Between 1998 and 1999 also supported Sutter Davis Hospital (48 bed). Acted as an integral member of two local management teams and provided oversight to a third team. -Developed communications plan for SCP which resulted in employee satisfaction regarding communication increasing 84% within one year.-Developed successful strategies to manage workers compensation activities at SCP including modified work program, injury review process and safety incentive program which reduced expenses by 78% over two year, reduced lost days by 169% and the average claim cost by 189%.-Supported formal and informal redesign efforts at SCP which resulted in increased productivity and decreased staffing costs by 10% below budget -Developed and implemented pay for performance wage & salary program at Kahi Mohala