Michele Thoman Rn, Mba Email & Phone Number

Fort Lauderdale, Us

Dallas, Texas, Us

Dallas, Texas, Us

• Held Interim CEO role during CEO transitional periods of October 2021-March 2022, May 2022- June 2022. • Maintained hospital admission, ED and OR volumes, physician relationships and regulatory compliance during transition from Tenet Healthcare to Steward Healthcare.• Oversaw cutover of financial systems from Tenet to Steward with no patient safety incidents or revenue loss.• Provided guidance and oversight to newly appointed first time CNO.

Dallas, Texas, Us

Responsible for ancillary/support services (medical staff services, imaging, rehab, engineering, dietary, laboratory, security, wound care and HBO, pharmacy and environmental services. Foster strong physician relationships. Select Contributions:• Managed $5.0M construction project of new chiller plant, including four new cooling towers and chillers. • Led initiative to consolidate microbiology from five hospitals to one hospital without interruption or degradation of services. • Implemented several processes to ensure regular HVAC coil maintenance, vent cleaning and a water management plan. • Managed construction of several radiology modalities including a nuclear camera, fluoroscopy and cystoscopy rooms. • Planned replacement of Medical office building HVAC system $3.5M project• Developed comprehensive workplace violence prevention plan with reduction in violent episodes (code gray’s) and employee injury.

Dallas, Texas, Us

Responsible for clinical oversight of all patient care and nursing services delivered in a 368 bed hospital.Select Contributions: • Implemented hospital acquired wound reduction initiatives demonstrating a 50% rate reduction in the last five months of the year. • Successfully implemented several initiatives in ED throughput, reducing median admit LOS by 21% in 2017• Reduced ED hold time from 199 minutes in 2016 to current hold time of less than 60 minutes. • Developed Nurse Manager orientation program to assist with successful onboarding.• Collaborated with healthcare team and leaders to assure successful JC survey with minimal findings and no conditional level findings. • Successfully opened Clinical Decision Unit for observation patients. • Implemented several patient experience initiatives including frontline training of RN’s and CNA’s for successful rounding, white board communication and bedside shift report.

Naples, Florida, Us

Held concurrent operational responsibility for 325 bed hospital and system-responsibility for nursing services for 715-bed hospital system. Oversaw 2,380 FTEs; managed annual budgets up to $250M. Spearheaded revenue increase for hospital net income from $1.5M (2010) to $32.1M (2015). Successfully led design and construction of $24M, 40k sq. ft. outpatient physician practice and freestanding emergency department. Initiated aggressive plan to improve BSN and certified RN staff count; achieved 32% and 39% growth, respectively within 2010 to 2015. Introduced strategic and tactical plans to improve overall patient satisfaction from 51% to 64%. Achieved “A” and “B” Leapfrog Survey ratings for both hospitals (2013 – 2016). Successfully led ANCC Pathway to Excellence designation (2013) and ANCC Magnet application (2016).

Naples, Florida, Us

Oversaw patient care services for 715 bed health system and stabilized nursing workforce, ensuring high quality care delivery. Promoted from Associate Chief Nursing Officer, Operations (8/2009 – 1/2010). Led wholesale changes to address explosive patient growth during seasonal influx of patients, eliminating agency and improving FTE utilization while eliminating bonuses. Initiated a strong shared governance structure which led to the withdraw of an SEIU union petition for the registered nurses on staff.

Cleveland, Ohio, Us

Directed system improvement initiatives for 400-bed, academic medical center. Managed $138M operating/FTE patient care service budget. Co-Chair, Cleveland Clinic Chief Nurse Council (2008-2009).Led initiative to standardize RN skill mix and HPPD, generating approximately $23M savings across the Cleveland Clinic Health system in agency and overtime usage. Formed Nurse-Physician Collaborating Council, leading to a 5% increase in physician satisfaction with Nursing Services.Significantly increased CMI from 1.2 to 2.0 by expanding service line offerings in diabetes, pain management, geriatrics, and orthopedics. Achieved certification and accreditation in Cancer, Chest Pain and Primary Stroke Center.

Cleveland, Ohio, Us

Optimized patient care delivery for two Internal Medicine/Telemetry Units with 70 beds and 155 employees. Oversaw five Assistant Nurse Managers. Directed successful initiative to reduce unit vacancy rate from 45% to 4%, while reducing turnover rate from 22% to 0%. Improved engagement and increased employee satisfaction scores by 11%. Launched Clinic’s first Nursing Management Council, which brought over 57 nurse leaders together to work on standardizing nursing practice throughout the Clinic. Designed and implemented Geriatric Ambulation program, decreasing LOS .7 days and post-acute care referrals by 5%.

Akron, Ohio, Us

Advanced from graduate nurse on Medical/Surgical floor to staff nurse in Coronary Care to Clinical Manager of two Cardiovascular Surgical units.

Mba, Business

Bsn, Nursing

Diploma, Nursing