Executed operational oversight of 160+ (FTE) direct reports in the operating room, anesthesia, gastroenterology (GI lab), perfusion, PACU, SPD, and scheduling (surgery and procedural), while maintaining quality oversight for the west regions surgical services departments across a two-state footprint. Collaboratively designed an OR (pre-intra-post) for a new hospital and future ASC. Served as the AOC (administrator on call).• Executed strategies to support and grow departments that achieved 13.5-11.5 million in revenue per month.• Recruited a full team of employed perfusionists after four historical years of utilizing locums, reducing costs by 3 million over 5 years.• Onboarded three new clinical services managers, while increasing volumes across all departments.

Executed regional leadership for eight assisted living, basic care, and memory care facilities across North Dakota. Prioritized state-wide system risk to drive focused initiatives. Onboarded Clinical Services Directors in five locations to ensure fiscal management, leadership development, and quality-driven care. • Amplified financial reimbursement for care delivery and clinical staffing through audits and service level education.• Convinced executive leadership to implement new accountability standards across a seven-state footprint.

In a short-term, per diem contract with the Minnesota Department of Health, leading team based COVID testing; state-wide.

Oversaw provider privileging, credentialing, and professionalism/peer review. Assured company compliance with The Joint Commission (TJC), National Committee on Quality Assurance, and Medicare requirements. Integrated and simplified policy procedural changes due to COVID-19.• Developed new data metrics for the credentialing process resulting in a 10-day reduction in file turn-around. • Executed project management to influence physician leaders to adopt new privileging guidelines within 2 months of hire.• Incorporated servant leadership and dream manager principles with direct reports to support change management.

Administered all aspects of the Stroke Program (CSC) by focusing on strategy, and continuous advances in clinical care. Educated internal and regional hospital/EMS personnel while fostering strong relationships as an Advanced Stroke Life Support instructor. Contributed/presented at state-wide conferences and operations meetings with a focus on achieving clinical excellence and raising patient access and company recognition. • Procured highest stroke center designation of Advanced Comprehensive Stroke Center in the first seven months.• Boosted patient quality care metrics by 43-50% within three months of starting this position and amplified quality status to Gold Elite national quality status in the AHA’s Get with the Guidelines program by year end.• Managed market and vendor relations to achieve market growth of 28% between 2017 and 2019.

Drove throughput strategies for three Sanford hospital campuses. Supported multi-disciplinary department operations through relationship building and collaboration with executive leadership, physicians, and charge nurses. Developed innovative patient throughput processes to support significant market growth, which included opening a new hospital campus.• Received the Roger Maris Star Award for original, creative solutions and strategy. • Performed call center (OneCall), physician to physician phone-connect and triaged placement.

Managed 38 employees (cardiology/radiology procedural pre/post), overseeing quality initiatives and audits, resource management, and staff recruiting, development, and evaluations. Maintained focus on accelerating department operations, maximizing the annual operating budget, and prioritizing weekly staff productivity. Decreased department expenses by $200K by implementing innovative cost-saving strategies.• Achieved <4% staff turnover for two consecutive years.• Recruited by company COO to join an enterprise work group for Observation Care and the Director of Surgical Services to transition to the Manager of Perioperative services.• Implemented new technology platforms for electronic billing, radiology operations, and data validation.

Served in roles as charge nurse, stabilization nurse, and triage nurse with adult, pediatric, and behavioral health patients over seven years in the Emergency department. Precepted 20+ nurses of varying skill levels.• Attained 70% reduction in discharge times, using data management and peer influence to improve processes.• Earned consistent job performance rating of “exceeds expectations” each year with the company.• Supported new technology integration and mentorship as an EPIC super-user.

Extensive experience in critical-care stepdown for cardiac, acute stroke, neurosurgical, oncology, surgical-trauma, and trach-ventilated patients. One of two nurses (out of 100) to support a nurse intern.