As the operation leader, I provided direction for the entire business, including strategy, fiscal operations, budget development and management, human resource management and development, and patient care for emergency and specialty care hospital and clinics. I supported the professional and ancillary staff in meeting client needs and delivering the highest quality patient care while maximizing profitability. I drove the facility expansion from two to three locations and growth to 114 employees, including the sourcing, purchase and installation of medical equipment, building and human resources. Other key result include:● Established the organization’s first operating budget and management system.● Organized marketing efforts to promote and fill all continuing education classes offered for referring veterinarians. ● Established a patient safety committee to ensure efficient and effective workflow processes, as well as safe, high quality care, implementation of best practices, and reduction in medication errors. ● Wrote the nomination that honored the organization with the Dane County 2012 Small Business Award recognizing businesses with responsible workplace environments and solid partnerships with the community.● Implemented the company’s first patient satisfaction surveys, achieving a cumulative patient satisfaction score of 94%.● Recruited and launched an Employee Recognition Committee of six members to identify “Service Above and Beyond” and to contribute further energy toward employee engagement.● Restructured the human resource function to increase the support employees receive, and added a full-time staffing coordinator to manage 24/7 staffing.● Achieved the first accredited Referral Center in the State of Wisconsin from the American Animal Hospital Association.● Established a 501c3 fund and developed a fund-raising strategy for emergency pet care.

With P&L responsibility for a $35 million budget I successfully implemented the state-wide start-up operations in Wisconsin, and achieved an 11% cost-budget margin in the first nine months of operation. I led a team of five in Call Center, Quality, Transportation, Facilities and Operations management to ensured all Non-Emergency Medical Transportation (NEMT) services were maintained and delivered in a client-focused manner within the scope of contract. Accomplishments included:  ● Led all efforts , including recruitment, selection and successful onboarding of 100 team members.● Surveyed employees to develop a baseline measure of engagement and obtain feedback on the effectiveness of orientation, training programs, communication channels and management styles. ● Analyzed data and developed collaborative relationships with stakeholder groups to remedy transportation provider service gaps while controlling costs.

The American Family Children's Hospital is a comprehensive $78 million pediatric medical and surgical center featuring nationally recognized pediatric specialists. The Hospital opened a 125,000 sq. ft, 60-bed state-of-the-art facility in 2007 and continues to win widespread praise. This facility replaced The University of Wisconsin Children’s Hospital. As key member, of the design development team, I led strategy, program development and operations of the Pediatric Specialty Clinics, Emergency Department and Diagnostic Therapy Center. I initiated the Customer Service Council and Patient Family Advisory Board to ensure patient safety, quality and satisfaction. Responsibilities included developing financial forecasts and dashboards. I held budgetary profit and loss responsibility with 4 direct and 21 indirect reports.● Appointed by senior leadership to serve on Service Excellence Strategic Planning Committee and Physician Satisfaction Task Force to increase customer satisfaction.● Reduced Department operating costs by implementing value lean initiative management principles. ● Initiated fund-raising when budget was cut 5% to protect quality of services. Using community network exceeded 5% deficit by setting up 3 foundation accounts.● Developed a balanced scorecard for Children’s Hospital meeting scorecard metrics. Fine-tuned operational efficiencies and developed metrics and benchmarks against industry standards. ● Achieved highest score in “People I work with do an excellent job” on employee engagement survey.

As a representative of the the Children's Hospital, I participated in policy-making efforts that affected children’s health issues at the local, state and federal levels. I held budgetary P&L responsibility at the Hospital with 2 direct and 10 indirect reports in matrix environment and directed operations, program development, financial and personnel activities of the Child Life Services Department and Ronald McDonald Care Mobile program. Outcomes included:● Expanded Child Life services by adding personnel in response to overwhelming growth in pediatric clinics, emergency department and inpatient units. ● Led strategic planning, facilities design, program enhancement, quality management, network development and patient and family-centered care initiatives within Children’s Hospital. ● Increased volunteers 50% and reduced attrition 30% by reconfiguring the Volunteer Services program. ● Collaborated with the Departments of Anesthesiology, Surgery and Nursing to implement a Parent Present in Induction program, the 1st in the State.● Achieved above-average patient satisfaction results for 3 consecutive years by utilizing Press Ganey scores to prioritize implementation and design of psychosocial planning.

This new position provided an opportunity to developed standards of care, policy and procedures to support pediatric patients in a children’s hospital within an academic hospital setting. My responsibilities included budgets, supply and technology management, and working with all levels of the senior team to introduce priorities, expectations and protocols around clinical care, service excellence and academic support. I held budgetary P&L with 4 direct reports. Key results:● Established, developed and implemented the 1st child life program for a 61-bed inpatient unit and pediatric specialty outpatient clinic, including developing the program's first budget.● Coordinated and directed an environmental enhancement project to provide a therapeutic and holistic setting for inpatient and outpatient areas. ● Collaborated with the School of Veterinary Medicine to start a pet facilitated therapy program (Pet Pals) for research study that revealed that children respond to treatment better when pets are involved.● Founded and managed the Child Life Foundation account to offset operational costs.