Leading amazing teams in the delivery of patient centered surgical care.

Program Development - Surgical Quality Continuum: partnered with system Chief Quality Officer in the development of a surgical quality program designed to meet the needs of a value-based healthcare environment. Program scope includes all surgical disciplines and all surgical patients throughout the continuum of care. Foundational program elements include Case Review, Clinical Benchmarking, and Event Reporting and Analysis to identify opportunities for improvement. Governance and committee structures to effectively pursue OFI. Change methodologies including IHI’s model for improvement and Lean methods to effectively manage change. Results include reduction in colon SSI rates from 8+% to 3.7%; reduction in OR ordering transcription errors from 10% to 1.2%; reduction in Failure to Isolate events by 75% ; ACS Optimal Resources for Surgical Quality and Safety program verification.Program Development – Surgical Navigation Center: pioneering transformation of the preparation for surgery phase of care and the surgical patient experience. Program vision includes a Patient Centered design, Medical Optimization of patients prior to surgery, and Continuum Design to align phases of care. Program aligns ambulatory and perioperative departments and care models, navigates patients through phases of care, leveraging patient education and expectation setting and reducing avoidable case cancellations while improving patient experience. Results include HCAHPS top box improvements, +7% communication with MDs, +11% pain management, +7% discharge information, +10% transition domain, +7% rate the hospital ; 80% decrease in avoidable case cancellations in first year ; significant improvements in pre-operative anticoagulation management.Governance Design – Perioperative & Surgical Services Shared Service: design of formal governance structure in support of shared services model including executive leadership team, operational and quality committees and workgroups.

Operational Excellence - Ambulatory Clinics: redesign of clinic workflows and staffing models to support productivity and financial goals during turn-around year. Staffing model redesign included addressing span of control and physician lead co-management models to create high functioning clinic leadership teams while addressing skills mix to align with streamlined workflows and patient acuity. Results included reduction in costs of $500k (15%) in one year while increasing patient experience by 20%, volume by 12%, productivity at Action OI 15th percentile, and reductions in staff turnover to less than 5%.

Information Technology & Operations Leadership: delivery of information technology services and solutions to the Department of Medicine. Solutions included the provisioning of data storage (11TB primary plus hierarchical storage system), server solutions (web, application, database), as well as specialized computing systems supporting basic science and clinical research. Service solutions included helpdesk, desktop support, and data consulting services to a department of 240 faculty, and 800 staff. Year over year services delivered represented peak productivity and cost per client within the University IT ecosystem.Business Intelligence Development: in concert with departmental business leaders for Internal Medicine, Radiology and Pediatrics, system integrated data from the University, faculty practice plan, and hospital into a single platform to support management reporting, unit-based dashboards, as well as structured and ad-hoc analytics. BI modules include consolidated financial reporting, P&Ls at the divisional, cost center, and individual faculty levels, grants management, labor management, practice management, coding integrity, and quality outcomes. This system has been integral to the financial success of its constituent departments and continues to evolve and provide progressive value.

• Provided the Montpelier Foundation with a comprehensive assessment of IT infrastructure, processes, standards and services.• Facilitated directors and managers groups through formalization of strategic goals and operational timelines to enable development of a two year IT strategic plan which provided detailed guidance in budget development, meeting operational and growth objectives, and sustainability guidelines• Provided oversight of execution of strategic plan, meeting all operational and growth objectives as Montpelier grew from 5000 to 50,000 visitors a year and internal operations evolved from an emphasis on estate restoration to curatorial, archival, and enhancing the visitors’ experience

Transformational System & Operations Manager leading the systems group of a small startup, the Neuroclinical Trials Center (subsidiary of UVa.) from proprietary mainframe systems to adoption of state-of-the art client-server clinical trials management solution (Oracle Clinical). Primary liaison with pharmaceutical and biotech clients’ information technology groups, leading and extending IT infrastructure and services from one client to four clients within 18 months. Led development of a flexible governance and policy structure to provision IT solutions and services across multiple clients in a highly regulated industry. In partnership with the Software Engineering Institute at Carnegie Mellon, Hewlett Packard, and Oracle developed a Capability Maturity Model for clinical trials management, providing a process framework for high reliability clinical trials design and execution. Phenomenal change based on a high reliability process framework positioned the Neuroclinical Trials Center for acquisition and transition into the private sector with 24 months.

Progressive career growth within UVa’s central IT group beginning in computer operations and progressing to support of academic departments as a programmer analyst, PC coordinator, and systems engineer.