• Oversight of 200+ Operations staff (Practice Administration, Front Desk, Call Center, Telehealth, Texting, Medical Records, Indexing, Referrals, Templates, Access to Care) in their pursuit of revenue and patient satisfaction metrics and deployment of innovative and patient-centered tools / workflows• Regularly collaborate with heads of corporate services departments (IT, HR, Finance, Grants, Legal, Marketing) in their support of Community Health Center and its affiliate organizations (National Institute for the Advancement of Medical Assistants, Community eConsult Network, and the National Nurse Practitioner Residency Consortium).• Spearheaded the revamp of the Medical Records and Indexing processes, including technological workflow, dashboards and staff oversight, clearing the 16,000 Medical Records document backlog and 7,500 Indexing document backlog without incurring additional salary or non-salary expense.

• Developed the agency’s first telehealth (video and telephone) workflows, including text, phone and video platforms, patient and provider support teams, and patient satisfaction questionnaires; video appointments consistently receive the highest patient satisfaction scores agency-wide.• Led a team of IT and Business Intelligence developers in the creation of an electronic Covid-19 testing patient registration form. Personally wrote instruction guides and trained agency and temporary staff at drive up and mobile sites, increasing efficiency by 70% and reducing long wait times statewide. Led the development of subsequent registration forms for schools, small businesses and community groups.• Designed, launched and supported the state’s 4 Covid-19 drive thru mass vaccination sites (including the 2nd site launched in the US, which was featured on the front page of the New York Times). Interacted with the governor’s office, state and local officials, the National Guard, 211, and Uber Health• Led a cross-functional team tasked with launching online bill pay and new paper statements, and revamping check-in kiosk and front desk payment capture.

• Directed the development, implementation and oversight of all telehealth initiatives and programs across YNHHS and 11 unaffiliated hospitals, under the direction of the Chief Medical Officer.• Program scope: Tele-ICU; TeleStroke; Tele-Neuro; Tele-Pediatric Neuro; Tele-Psych; Virtual Physical Therapy; Virtual Urgent Care; Video Visits for diabetes care coordination, pharmacy drug therapy management, orthopedics pre and post-surgical care coordination; remote home monitoring• Served as the liaison between the Yale Medicine Office of Strategy and Program Development, the affiliated physician group (NEMG) Office of Innovation, and executive leadership at unaffiliated sites• Met with service line leadership to discuss ideas and use cases to enhance patient care. Provided consultant guidance and analyses of proposed and existing telehealth programs to executive leadership to enhance cost efficiencies, productivity, revenue, and/or patient satisfaction• Led project teams responsible for program build and launch, including service line leadership, information technology, professional billing, compliance, marketing, legal, and licensing/credentialing.

• Developed and implemented project prioritization weighting and approval system, project summary template, and project inventory and tracking for use by multi-stakeholder telehealth team• Responsible for project business plans, fair market value analyses, contracts, and billing oversight• Author of 5 year, $24.1M inaugural Telehealth business plan (approved December, 2018)• Author of YNHHS-wide Telehealth patient consent and specialty consents for emergency department and home-based services• Successfully advocated for changes to the CT Telehealth statute (Public Act 18-148) to include RNs and Pharmacists as eligible providers and clarify consent requirements for hospital inpatients

• Responsible for initial program build and successful administration of day to day operations for the YNHHS Tele-Intensive Care (tele-ICU) Service. • Provide leadership and oversight of tele-ICU project teams, ensuring communication with executive and hospital stakeholders, internal customers, and end users.• Collaborate with physicians and clinical staff to develop clinical and administrative aims, enhancing patient outcomes and the patient/family experience, and improving best practice compliance.Program/ITS Accolades:• Featured Program, National Symposium on Value Innovation at Yale, 2016• CIO 100 Award Winner (CIO Magazine), 2015• Joseph A. Zaccagnino Patient Safety and Clinical Quality Award, 2014• 26th annual IHI conference poster selection

• Project lead for several technology- and operations-based initiatives to enhance patient and clinician satisfaction across the continuum of care• Supported development of the first two system-wide clinical business plans, including analysis of financial and cultural opportunities• Initiatives were presented at conferences nationwide (including Cleveland Clinic and the Beryl Institute), and received grant funding, recognition, and collaborative assistance from the Association of American Medical Colleges (AAMC).

• Supported the Ambulatory Care Division (Family Care Clinic) administrator, managers and staff as the acting human resources contact for employee leave, recruitment, and onboarding• Assumed responsibility for several ad hoc projects and duties, including investigation and follow-up of patient complaints• Performed literature searches for faculty research in the areas of hospital team training and cancer patient site of care

• Analyzed the opportunities, risks, and readiness for a system-wide electronic ICU (eICU)• Conducted provider interviews, reviewed internal metrics, developed cost models, communicated with vendor personnel, and proposed implementation strategy• Prepared exhaustive business plan narrative and financial documentation and facilitated budget consideration for the $9 million project• Presented analysis and recommendations to Allina Executive Leadership Team, Abbott Northwestern Clinical Council, and regional hospital Presidents Group

• Assisted in formulating the strategic plan (pricing, personnel, construction, and design) for the start-up indoor sports complex (opened January, 2010)• Facilitated design of all aspects of the original marketing and communications collateral

• Human resources contact for 320+ employees in Vernon Hills, Illinois and Indianapolis, Indiana• Site contact for employee benefits, leave, recruiting, compensation, payroll, and metrics• Assisted with three rounds of layoff discussions and prepared accompanying legal documentation• Completed ad hoc projects as requested by Vice Presidents of Finance and Human Resources• Trained as a Practical Process Improvement Facilitator (similar to Six Sigma)• Received 3 employee recognition awards for work in recruiting and employee activities

• Assisted with a variety of corporate recruiting initiatives during a summer internship and continued part-time employment• Developed a Recruitment Representative Training course for business unit leaders representing the company at networking and social events• Chosen as 1 of 10 VIP scholarship winners out of over 150 interns

• Performed literature searches and summarized research for use in academic publications• Administered student surveys and analyzed numeric response data