I have worked in the OR for more than 20 years and began my career as a scrub nurse. I enjoy the challenges and fast pace of the operating room and have progressed through many roles including circulator and first assist. After many years as a staff nurse, I made the move into management. I started as a supervisor and progressed to the Director role managing multiple facilities. While working in a level 1 trauma center, many of my colleagues and managers were furthering their education. This culture of self-improvement gave me the motivation to further my own nursing education, and I enrolled in classes to earn my bachelor’s degree. After completing my bachelor’s degree, I was hired into a supervisor role at a level 1 trauma center. After several months of managing a hospital based surgery center, I was promoted to the role of director of clinical services of a free standing surgery center. While in the Director role, I assembled a team of OR professionals that helped me transform the surgery center – as detailed below. As the Director of Clinical Services at the Surgery Center, I was able to increase the yearly surgical volume while also increasing patient and surgeon satisfaction. This increase was the result of instituting the following updates and improvements: ▪ Reviewed and updated policies and procedures in all aspects of facility operation to achieve compliance with all state and accrediting body regulations and guidelines. ▪ Improved and simplified processes which resulted in existing surgeons increasing the number of cases that they perform at my facility, as well as attracting new surgeons to the facility. ▪ Built a more diverse and reliable workforce by strategically hiring candidates that had experience in multiple operating room roles as well as by cross training existing staff. ▪ Reduced waste and spending by completely overhauling the system of ordering, storing, and retrieving medical supplies. I was able to increase surgical case volume over budget by 10% while decreasing costs. ▪ Instituted a complete program of preventative maintenance for all surgical center equipment resulting in less delays and downtime. ▪ Worked with vendors on pricing and availability of surgical instruments to eliminate delays associated with reprocessing of instruments between cases. ▪ Worked with contractors to improve the functionality and reliability of the facility utilities that are crucial to surgical operation such as air flow and humidity control systems and backup electrical systems.