• Built, mentored and led a high-performing Business Intelligence team through a successful Epic Cogito Analytics Suite implementation, resulting in the prestigious Good Install award from Epic and earning nine Epic Gold Stars.• Spearheaded the development of MFA’s analytics program, establishing an Analytics Advisory Council, cultivating a self-service analytics culture, and elevating data literacy across the organization. Achieved over 5% higher user engagement with Epic's SlicerDicer tool compared to the median of all Epic organizations.• Expanded the BI landscape by integrating Tableau for advanced analysis and visualization of complex Patient Access and Revenue Cycle datasets, driving more informed decision-making.• Aligned reporting content with organizational priorities by empowering team members to collaborate with executive leadership, leading to data-driven initiatives that achieved a 8% increase in Schedule Utilization and a 5% improvement in Internal Pharmacy Fill Rates.• Formed a cross-functional team to coordinate system build, workflow training, and analytics, significantly enhancing regulatory reporting and value-based program performance, leading to the organization’s highest-ever CMS and Aetna QM submission scores.• Guided the team in implementing a predictive analytics model for Patient No-Show Risk, improving overall operational efficiency• Partnered with Accounting and Finance leadership to develop a new AR Reserve Model, accelerating month-end close by one day and enhancing confidence in reserve rates.

• Headed an inter-organizational review team with vendors and IT staff to assess third-party applications, identifying and implementing optimal integration strategies.• Developed SQL Revenue Cycle extract queries and stored procedures, documenting business requirements (BRD) and creating Source to Target Mappings (STTM) to ensure seamless data flow.• Owned solution design, build and testing processes for onboarding new sites to existing Epic SlicerDicer data models, ensuring appropriate data segregation and functionality.• Managed the rollout of Epic’s web-based Executive Dashboards, executing a comprehensive project plan to establish enterprise-wide Key Performance Indicators (KPI) across five large hospitals. • Collaborated with the Director of Quality and Performance Improvement to map legacy system regulatory and quality reporting to new Epic functionality, performing gap analyses, recommending solutions for outstanding requirements, and training end users on new reporting tools.

• Led analytics for the Oncology Care Model (OCM) Bundled Payments program, meeting quarterly data submission deadlines and securing over $340,000 in gains through successful contestation efforts.• Served as analytics expert on planning committee and designed a provider scorecard for the rollout of a quality-based bonus initiative called the Primary Care Quality Incentive Program (PCQIP), realizing significant improvements in the quality of care delivered to patients and increasing provider satisfaction from 39 percent to 63 percent in the first year.• Developed hundreds of reports and analyses covering productivity and workflow optimization, population health, quality programs, research efforts, and grant applications, driving informed decision-making.• Provided strategic analytic support to the Enterprise Director of Ambulatory Informatics and Chief Clinical Officer, advancing the organization's data-driven culture.• Built an executive-level Meaningful Use model, enabling predictive performance analysis and identifying key areas for improvement.

• Primary reporting resource for seven staggered Epic go-lives, designing Crystal reports, configuring Epic Reporting Workbench, administering Business Objects Enterprise (BOE) and supporting ETL operations.• Designed innovative tools to streamline change control and report request processes, reducing turnaround time and improving resource allocation.• Led analytics initiatives for regulatory and quality programs including The Joint Commission, HEDIS, and MQSA, ensuring compliance and driving care improvements, such as eliminating a critical UNOS registration backlog and increasing Daily Fall Risk Assessment completion by 25% over two quarters.