* Chief Executive Officer of Willamette Valley Medical Center* WVMC Board of Trustees Officer - Board Member* Yamhill County Community Organization - Board of Directors Member* Yamhill County Ambulance Service Area (ASA) - Board Member* Chemeketa College Foundation - Executive Board Member* Apprise Health Insights - Board of Directors

At Tenet, as CSO, I influenced and guided all hospital CEOs, lead 7+ service line directors, and 2+ project managers in the advancement of Organizational Development and Change Management with a focus on performance improvement of patient services and analytical governance across 6 hospital locations, 8 FSED’s, 16 urgent cares, 100+ clinics, 6 ASCs, and 4,000+ employees. Exceeded the annual responsibility of $324M and provided education on current OP and IP programs. Effectively pivoted organizational plans during the COVID-19 pandemic for major service lines such as women's services, neuro, ortho, spine, acute IP rehab, OP rehab, bariatrics, and all surgical services to maintain and offset any business loss. This increased capture rates by 6-8%. Created Governance Councils, establishing strategic planning with the hospital Presidents, taking the system from 3rd to 2nd place in market share within 24 months of working in the San Antonio market. I led a decision support team to automate data reporting, developed dashboards and instituted a data management system, developing reporting, data, and the organization to gain live insights to inbound and outbound patient access for 1.2 million lives in the San Antonio health networks. I also established the business development strategy and supervised personnel conducting outreach and telehealth initiatives, increasing the overall revenue by $150MM and improving from 3% market share to 15% market share in 3 years. I started a new cardiovascular program in North San Antonio, building a full-service facility for heart surgery, enabling 100 heart surgeries in the first year and also established a hybrid lab combining heart and vascular services under the program. Finally, but importantly, I launched a Children’s Hospital in San Antonio, hired outstanding pediatric specialists and yielded 14% to market for the hospital system.

In a dual role of strategic growth and quality operations, I tracked all facility-based cardiovascular service lines throughout 3 markets and 12 hospitals, across 3 states, and coordinated with the Division CFO and executive clinical leaders. I targeted key financial research to ensure organizational development and change management with market alignments, and with stakeholder and 3rd party relationships pinpointing local market growth. I created and executed strategic plans for 12 hospitals and served, prior to this role, 3 years as the Corporate Director within the HCA National Performance Improvement Department. I led the #1 premier cardiovascular program in the company out of over 80+ programs across the country. I designed clinical systems around all surgeons enhancing and increasing the number of performed surgeries including pre care, intra care, and post care. I also increased the service line from 9.8% to 12.4% up from the -9.8%. I implemented Telehealth program I'm partnership with a Tennessee-based Urgent Care network that was a huge benefit to the 12.4% increase.Corporate Director, National Corporate Performance Improvement, Nashville, TN 2015-2017Here, I redesigned the nursing labor needs and staffing grids in Austin, TX, saving $2.5M, while increasing nursing performance. I created the largest revenue pricing idea for performance improvement in a Florida hospital, reconfiguring the Operating Room block scheduling, freeing up 8 hours of “room time” for additional surgical cases and producing $8.6MM in annual revenue.

Early Career

Early Career

Early Career