Leading the Healthcare AI applied research team in the Department of Medicine, Primary Care & Population Health Division at the Stanford School of Medicine. Manages a portfolio of AI implementation and evaluation projects in partnership with internal technical teams as well as partnerships with external technology companies. Pioneering a mixed method approach leveraging quality improvement, implementation science, and traditional research techniques and tools to accelerate the development and implementation of clinically relevant models.

Member of the Stanford Health Care Performance Improvement Team:Partner with physician, nursing and hospital leadership in the Department of Medicine in visioning, goal development and improvement execution.Lead cross functional teams through rapid cycle improvement workshops, visioning, current state development, future state design, coordinated implementation, and gains sustainment through the Stanford Operating System.Train and advise operational leadership on Lean methodology and the Stanford Operating System, and how to leverage both to create value for patients, employees, and providers.

Member of the BHS Regional Operational Improvement & Strategic Development Team:Facilitate system-wide operational improvement, using Lean Six-Sigma concepts and methodology (5 hospital system).Develop and implement the Lean Daily Management visual management system at all 5 hospitals.Provide continued coaching and training for Executives and Directors at all 5 hospitals on appropriate utilization of the Lean Daily Management system and employing Lean process improvement tools and concepts.

Member of the BHS Regional Operational Improvement & Strategic Development TeamKaizen Events Lead:2 Operating Room Turnover Kaizen Events: 1. 12.5% reduction in turnaround time, sustained 10% reduction 2. 23.7% reduction in turnaround time, sustained 16% reductionCase Cancellations:Implemented a Pre-Surgical Clinic resulting in a sustained 20% reduction in case cancellations.Team developed and implemented patient throughput tool now utilized in all Tenet hospitals on all nursing units that discharge patients. BHS Cumulative Results: 11% increase in patients discharged by noon percentage. (2014-2015)Created a comprehensive operational performance dashboard for the Regional Emergency Services Service Line.Provided coaching and training for Executives and Directors on appropriate utilization of Lean process improvement tools and concepts.

Worked with Decision Support Team in the development of a net present value input model which assisted management’s decision making process.

Implemented new Albridge financial reporting program, trained financial advisors, and wrote user manual for future users.Created MorningStar Performance Reports and gained knowledge in different portfolio strategies, client risk tolerance analysis, and retirement planning.