Provided direct leadership, coaching, and development to team of Quality Improvement professionals including those responsible for the functions of Patient Safety, Infection Prevention, Clinical Improvement, Patient Relations, and Regulatory Compliance in a 100+ bed hospital.Improved team engagement scores from well below benchmark in 2022 to well above benchmark in 2024Maintained or improved Quality scores and moved hospital from CMS 3 Star Rating in 2023 to CMS 4 Star Rating in July 2024 Successfully led hospital through surveys and regulatory functions with Missouri Department of Health and Human Services and Joint CommissionImplemented Quality and Safety Champions program in Fall of 2023 that integrated 20+ front line co-workers into Quality Improvement projects aimed at enhancements in clinical care or reduction in patient harm.Developed vast knowledge of operational challenges and barriers that currently exist in acute care setting through Administrator on Call rotations

Provided direct leadership, coaching, and development to team of Six Sigma Black Belts in Mercy's largest 900+ bed facility.Developed Lean Champions program to foster Lean skills and principles in leaders and coworkers throughout the organizationo Trained 45 coworkers in first year of programo Project examples from first cohort include 58% reduction in incidental overtime in large nursing unit, which equated to more than $75,000 in savings for the unitCreated Goal Cascading process to assist leaders with translating large organizational goals into behaviors that can be tracked and measured by frontline coworkers Developed East Community Lean Collaborative program to connect Lean leaders across the Mercy East Community, and create a space for didactics and mentorship for new Lean FacilitatorsDesigned and implemented Command Center structure for Mercy Hospital St. Louis during COVID-19 Pandemic and shut down, including managing day to day operations of Command Center and communication system for on campus coworkers.

Modeled, taught, and applied principles of Lean and Six Sigma methodologies. This included coaching and mentoring coworkers (from front line staff to senior executives), facilitation of teams, data analysis and application, and applying LSS principles to drive change and process improvement. Projects/areas of focus:Hand Hygiene Compliance ImprovementStudent nurse recruitment/retentionPatient ExperienceReadmissionsPhysician CredentialingMission and Formation work

Consulted with all levels of the organization (senior leaders through front line coworkers) on the output of a particular business process or procedure to identify opportunities for modifications to enhance efficiency or increase effectiveness of the process/procedure through team collaboration and effortProject on Hand Hygiene compliance showed improvement of 40% over 2 year period (59% baseline to 83% in June of 2017)Facilitated creation of new process for low risk chest pain patients needing an EKG in the Emergency Department o Process realized $105,300 in revenue and $319,518 in savings in first 8 months

Developed and delivered training materials, managed data to measure learning effectiveness, and participated in process improvement initiatives.Received training in Change Management, Facilitation, Process Improvement, Project Management, and Rational Thinking Process through Barnes Learning Institute.

Assisted Associate Director with routine business processes and aided with supervision of daily activities within the recreation complex.Member of the Team Mizzou Selection and Recruitment Team.