• Lead business development, service delivery integration, total cost of care analytics, and population health efforts for 30,000+ value-based Medicare and Medicaid lives and 20+ integrated network partners and successfully generating 3% in savings over benchmark.• Support senior leadership across the integrated health network to align quality strategies into a single expanded approach which includes total cost of care management.• Drive opportunities to address socioeconomic vulnerability as a core intervention strategy to improve outcomes.

• Led efforts to expand community program participation in Tier 1 genomic screening through a partnership with primary care, resulting in an improvement to weekly screening volume by 300%.

• Led crisis capacity expansion, supply logistics and staffing planning efforts during the COVID-19 pandemic.• Developed a divisional strategic vision and data-based execution plan for Acute services in partnership with senior executives.• Led one of Nevada's first healthcare implementations of the equitable care and treatment of all sexual orientations and gender identities, including best practice policy and process support for patient rights, rooming and treatment, medical and registration records, service excellence and ACA compliance.• Coordinated data-based improvement efforts around increasing efficiencies in Length of Stay and Capacity Management.

• In partnership with clinical leadership, led an operations team to optimize and expand the delivery of virtual health services to urban, rural and prison locations in Northern Nevada and Northern California.• Led an effort to reduce the decision and delivery time for TPA administration for ischemic stroke patients being seen via telemedicine, reducing door to TPA delivery time by up to 50% in some cases.

• Architected and authored several white papers on the creation of a series of institutes designed to address the communities with the greatest health disparities in the Washoe County area, one of which ultimately led to a $6 million philanthropic donation to allow for its creation.• Worked directly with the Executive Vice President and Chief Administrative Officer to develop, coordinate and execute strategic and tactical initiatives related to population health, post-acute care and shared services.• Facilitated the transition of 17,000 members of the Reno / Sparks community from a health plan exclusively contracted to a competing health system to Renown Health’s health plan and health services by 1) educating internal leaders and staff about how the new contracts would impact these 17,000 members and coordinating the broader education for internal staff, and external providers and entities who were impacted by the change and 2) developing, aligning and monitoring the achievement of key timelines and milestones with leaders ranging from 7 major departments across the health system and health plan to ensure coordinated success. This included mediating between departments with complex interdependencies to reach a mutually beneficial resolution.• Co-developed a five-year strategic planning process to coordinate the organization around a unified set of goals and either led or facilitated the planning process for 28 key areas throughout the health-system.• Served as the assistant secretary to several of the organization’s subsidiary Boards of Directors through coordinating, preparing and presenting the content for the meetings of subsidiary boards and sub-committees of the board, as well as documenting, following up and resolving key takeaways from the board meetings with the executive leaders responsible for those takeaways.

* Accelerated the average processing time of $7.6 million in daily revenue by 66% (a 19 day end-to-end reduction) over a three month period, accomplished by converting raw account data into an easy-to-read, actionable, weekly dashboard for leadership.* Designed and rolled out a new patient friendly statement that reaches over 55,000 members of the 435,000 Reno-Sparks population each month. The new format improved collections of patient balances by 27% ($4,000 daily) and nearly eliminated patient complaints about the statement process, which had previously been one of the most frequently escalated complaints to senior leadership.* Managed the health-system wide transition from ICD-9 to ICD-10, which required collaboration across 9 operational areas and 5 separate reporting structures. The work involved educating 230 physicians, over 2,000 nurses, and roughly 100 other non-clinical users; updating over 1,100 system records which required 3,700 system developer hours across 9 build teams; as well as providing consulting and support services for two separate affiliated health systems and a handful of unaffiliated community and rural providers.

* Led a two year implementation of new systems for validating patient insurance eligibility, charging for patient services, submitting claims to insurance payers, processing insurance denials and payments, sending statements to patients and collecting on outstanding patient balances. This required coordinating development, testing and training efforts with 6 other build teams and 4 operational areas.* Selected as one of four Employees of the Month in April 2011 out of an eligible population of 5,400 in recognition of overall excellence for dedication to the needs of customers and the solving of a critical workflow problem for the health system.

• Worked on an audit team which developed and executed effective processes to push out a large number of projects under tight deadlines.• Developed, maintained, and utilized Excel-based spreadsheets and Word-based financial statements to analyze and present complex data.

• Worked on an audit team which developed and executed effective processes to push out a large number of projects under tight deadlines.• Developed, maintained, and utilized Excel-based spreadsheets and Word-based financial statements to analyze and present complex data. • Performed work as IT support, including troubleshooting PC issues as well as updating and maintaining the performance of the office Small Business Server and other firm software packages.• Adapted and improved upon existing business processes internally and for clients based on changes in workload and technology.

• Recognized differences in points of view between conflicting individuals and policies to develop win-win resolutions for everyone involved.