Michael Baron Email & Phone Number

Milwaukee, Wi, Us

Direct the overall operations of the clinical laboratory departments. Ensure testing systems provide quality services and optimal patient care through all phases of testing. Provide guidance to lab leadership and lab members to ensure competent teams. Collaborate within the system to achieve laboratory goals.• Lead the lab through COVID Pandemic, supporting up to 6,000 COVID tests per day and consistently achieving a routine TAT time of 24 hours.• Remodeling the core laboratory to a modular lab design and greatly improving workflow efficiency.• Leading to ISO 15189 accreditation in 2023, and engaged the lab in a continuous improvement journey within the 12 Quality System Essentials (QSEs).• Developed laboratory alternative staffing solutions to achieve at or about 4% vacancy rate. Multiple speaking events and magazine articles published on this topic.• Developed a staffing workload model for technical operations and maintain overtime pay routinely below 3%.• Recognized as the Medical Laboratory Observer (MLO) Magazine, Lab of the Year Runner up in 2024.

St Louis, Missouri, Us

Dean Medical Group - Laboratory Management 2016 to 2018Lead a central, high complexity regional laboratory, satellite laboratories and associated testing, specimen collection and specimen processing with 28 laboratory members.Laboratory Administrative Director 2013 to 2016Directed the 155-member laboratory leadership team.St. Mary's Hospital - Operations Manager 2012 to 2013 Managed the core laboratory leadership team, technical, and support staff comprised of 55 team members.Aligning Performance for Success:• 75% overtime reduction attained by astutely maintaining the operational budget, focusing on efficiency and cost controls, and developing effective work practices.• Improved team engagement scores by creating a supportive and positive work environment, promoting ownership and accountability, and establishing a shared leadership program to involve lab members in key operational decisions. • 36% lab operating efficiency boost realized by driving the team through operational changes to improve testing performance and better meet patient testing needs. Team Development:• 100% compliance with employee document review and recording document edits with required updates noted by transitioning to an electronic document control and record retention process and enforcing document control. • Earned recognition for the laboratory as a top performer among College of American Pathologists (CAP) accredited laboratories by developing and implementing a quality and corrective action plan to meet / exceed requirements. • 100% achievement in meeting provider testing turnaround timing by consolidating microbiology testing in the region.• Acknowledged as the best support department within the hospital by establishing a quality management program with 33 performance metrics, associated performance goals, and by developing an effective team.

Arlington, Virginia, Us

2-334/ 3/95th DIV (IET): Battalion Commander, Lieutenant Colonel85th Support Command, G3: Plans Branch Chief, Lieutenant Colonel1st Brigade 85th Division (TS): Observer Controller and Trainer, Major • Gained recognition as a top third ranked unit out of 18 in the division by developing a top leadership team.• Coached soldiers to achieve better fitness and receive passing scores on the army physical fitness test (APFT) including one that lost 40 pounds and passed the test. • Mentored two field grade officers to excel in performance and leadership roles, upgrading unit performance.

Phoenix, Az, Us

Faculty Instructor, Madison Campus, WI College level instructor in the evening for management, algebra and sciences courses.

Certified Crossfit Personal Trainer - provided personal fitness training to meet individual's need. Provided guidance and direction on functional movements to build strength, endurance and improved cardio performance. Routinely met success with each trainee as they experienced improved fitness and significant weight loss.

Madison, Wi, Us

Oversaw phlebotomy operations with 55 staff and multiple locations including inpatient, outpatient, cancer center, a children’s hospital, and University Station Clinic operations. • 25% decrease in employee absenteeism recorded by establishing a high-performance foundation and a fully engaged team while instilling a culture of ownership and positive thinking. • Enhanced individual performance and encouraged a positive work environment by coaching and mentoring team members to set shared priorities, unify team members and enrich patient care.

Princeton, New Jersey, Us

Managed a 67-staff chemistry laboratory of supervisors, staff scientists, chemists, and principle investigators. Oversaw pharmaceutical product and API stability studies and pharmaceutical product releases.• 50% decrease in supply waste expenses cost accomplished by driving a Six Sigma project to improve supply management, decrease waste and install a supply tracking system to prevent supply shortage and reduce waste.• 45% improvement in error reporting achieved by creating an ownership environment that promoted decision making instead of a fear-based culture.• Addressed corrective action and preventative action (CAPA) deviations 100% of the time by implementing an effective CAPA program that ensured follow-up and performance improvement. • 15% increase in operating revenue and met customer project needs 100% of the time by reorganizing the laboratory staffing structure and the scheduling process to align with the pharmaceutical industry operational model. • Strengthened the laboratory director’s relationship with staff by mentoring the laboratory director to better relate with lab members and upgrade relationships and communication efforts with the other team members. • 15% departmental growth realized by coaching the management team to make key operational judgements using the military decision-making process, creating a confident management team to make sound decisions.

Washington, Dc, Us

Led a 61-staff laboratory service operation to provide blood products for hospitals in the Midwest region while managing a $13 million laboratory budget and serving as a project leader. • 50% drop in overtime hours attained by implementing process improvement initiatives, policies, practices, and a staffing model to improve blood manufacturing laboratory productivity.• 30% decrease in platelet production losses noted by identifying the root cause for the low-quality product and establishing corrective action processes to improve product quality.

Master'S Degree, Biology, General

Master Of Business Administration (Mba), Business Administration And Management, General

Bachelor Of Science (B.S.), Biology/Biological Sciences, General