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In this role, I provided leadership and change management for The University of Maryland Medical Center (UMMC) Laboratories of Pathology which comprises three hospitals in Baltimore: an 830-bed teaching flagship hospital —UMMC downtown campus, 140-bed community teaching hospital, UMMC Midtown Campus and UM Rehabilitation and Orthopedic Center of the 12-hospital University of Maryland Medical System (UMMS) — (The largest private employer in the State of Maryland). I foster and sustain a culture for operational excellence by engaging in process improvement thinking, tools, and lean methodologies to create value, reduce waste, and implement standard work. Reported to the COO of UMMC, leading to promoting a reputation for quality, innovation, and clinical excellence shaping the strategic direction, controlling, and balancing the Operating budget of $70M, and building a top-performing team of 400+ professional staff and 50+ faculty medical staff. Pioneered and directed the effort to transform UMMC Laboratories of Pathology to embark on to High-Reliability Organization journey (HRO) by successfully completing ASHI inspection for HLA Lab with 100% improvement on the nonconformance, FDA Inspection for Blood Bank, CAP inspection with 100% improvement on the nonconformance, CAP inspection with 90% improvement on the nonconformance and AABB inspection for Blood Bank with 100% improvement on the nonconformance. Developed a culture of trust and open lines of communication for patients, nurses, and physicians.  Partnered with ER, OR, ICU, Department of Medicine, Physicians, and nurses to reduce the average length of stay by teaming to discharge patients by noon.

Here, I headed up operations as Chief Executive Officer for this privately-held Medical Group, specializing in delivering a full range of medical services. I directed all business development and marketing initiatives, overseeing the growth and profitability of the firm. I built a client base by implementing an effective networking strategy in an established geography. I also held full P&L responsibility, administering, and controlling all capital and expense, designed, and implemented international business plan and marketing plan, and positioning the organization for growth. Employed entrepreneurial orientation and expertise in corporate transactions to acquire patients seeking treatment in the United States by building a relationship with the Ministry of health in GCC countries, local hospitals, and the embassy health attaché. Restored financial controls and operating efficiency, propelling annual revenue from $0 to $7.5M, and improving EBITAby 15%.

OMS is a consulting firm delivering executive-level expertise to other organizations on a short-term engagement basis. Delivered sound financial advice that companies universallyfollowed, ultimately saving investors considerable dollars and difficulty in a tough market environment. Evaluated company strategy and growth potential; developed marketing initiatives for an investment group. Instructed team to evaluate and reposition the core analgesic product line through redesigned diagnostic profiles. Reviewed and streamlined supply chain implementing offshoresourcing resulting in significant cost reduction.Worked with senior management at the Foundation to form an advisory board for the Arthritis Essentials end cap. Recruited brand managers and CEO from category leaders such as Johnson & Johnson.

Responsible for all aspects of Operations including Laboratory Operations, Supply Chain, Logistics, Customer Solutions, Patient Services, Medical Quality, IT and Facility. Reporting directly to the Founder and CEO Responsible for company-wide policies, procedures, and programmatic initiatives in accordance with industry standards: Joint Commission, HIPAA, Occupational Safety and Health Administration (OSHA) regulations, significantly reducing legal/unethical exposure.Maintains operational fiscal responsibility as it relates to management and analysis of profit and loss (P&L) statements and budgets. Responsible in Implements annual strategic goals and initiatives aligned with company long-term goals and objectives. Identified opportunities to leverage cross-program strengths to take advantage of new opportunities to address organizational challenges.

Executing high-level cross-functional projects utilizing support from Corporate Operations, and BU functional team(s), to monitor business performance relevant to ensuring both business outcomes as well as customer satisfaction and quality patient outcomes. Directing and coordinating activities of project staff to ensure project progresses with quality, on schedule, and within budget. Provides technical leadership, coordination, and integration.Performing strategic business research, analysis and design and failure modes and effects analysis to support change and create efficiencies throughout the east region of United States.Develops, with facts and data, clear business cases, business plans, and directions and successfully drives initiatives to create efficiencies with staff, vendors, clients and/or patients.

Executed a significant plan that led to $3.2+ million in total cost savings and implemented effective process improvements across the organization. Achieved Green level on NQA audit for the lab, successfully completed CAP inspection with no major deficiencies Successfully maintained NGSP level I certification for two years in a row Drove organizational success by focusing team on process improvements and impressive results. Coordinates the technological purchases/decisions needed to maintain the department and provide high quality service. Maintained and actively participated in external professional organizations in order to provide highest quality standards and meet or exceed national benchmarks. Uses fact based knowledge, technical skills and understanding to gain perspective and insight into market trends, recommend and implement strategy. Organization was able to achieve a double digit improvement in both employee and customer satisfaction scores

Formulated operating objectives, goals and strategies, to implements new methods for providing more economic and efficient services. Maintains liaison with all appropriate divisional functions to ensure that service functions are meeting operational needs. Manages supervisory staff in the performance of their duties. Reviews the profitability/productivity of patient service centers and puts plans into effect to increase both profitability and productivity, then makes appropriate decisions regarding their continued operations. Reviews P&L for existing and new business, to review the profitability, engage with sales partner to help make decisions in on boarding new business and make recommendation based on OM and revenue to cease support for non profitable business. Review P&L to engage in discussion with Finances and sales to open and close PSC's Utilize Patient Care Gold Standards as a methodology to guide our business. Operates in a team centric environment with the ability to build effective teams, demonstrate managerial courage while managing and measuring work product effectively. Ability to develop, plan and implement to completion an operational strategy that will drive increased profitability and productivity in our infrastructure. Keen sense of customer focus balanced with strong business acumen. Flexible in work style and approach; ability to deal with ambiguity and the dynamic business needs. Willingness to take risks, learn quickly when faced with new challenges; able to analyze both success and failures for key learnings. Ensures adherence to compliance guidelines

LAB OPERATIONS MANAGER , Laboratory Corporation of America•Manage the front end specimen processing business unit in an independent laboratory with an average of 19,000 specimens daily.•Managed Lab Operation of all technical departments, from Histology to Cytology, Microbiology, chemistry, Hematology and Serology, facilitate the implementation o f the Mid-Atlantic Strategic Plan as it related to growth, operations, cost containment, and service initiatives.