Remedi8 specializes in helping our customers navigate and maintain the complex world of safety and compliance. Remedi8 has developed customized processes and procedures to successfully Inspect, Repair, Re-Label, and formally Report on key Life Safety issues around Fire Doors, Fire Dampers and Fire Barrier. Under the guidance of former CMS and Joint Commission Surveyors, Remedi8 has developed specialized reporting that specifically addresses maintaining and reporting on Fire Door, Fire Damper, and Firestopping for Healthcare facilities.

Oversaw the strategic development of the company and lead the process for the successful exit of the company. Collaborated with the leadership team to turn around the company by casting the vision, creating and implementing the initiatives that achieved results.

Responsible for identifying and executing strategic partnerships, oversight for merger and acquisition process, business plan development and execution. Conducted financial planning and analysis. Developed the long-term strategic growth plans and worked with the leadership team to execute the plan. Oversaw the following departments: Finance & Accounting, Information Systems & Technology, Supply Chain, Project Management.

Advised on Healthcare Facilities Management topics such as: operational modeling, operational improvement strategies, process improvement, best practices on cost reduction and containment, facilities data analytics and facilities leadership development.

Oversaw the development and execution of a national healthcare facilities management company by continually developing the business, ensuring business growth, success and sustainability. Provided facilities management consulting services to hospitals for labor optimization, operational efficiencies, cost reduction strategies, facilities spend and benchmarking. Responsible for strategic planning and execution, financial analysis, process improvement and development, cost savings and pricing strategies. Provided leadership and direction for an assigned group of on-site facilities directors serving hospitals across the US.

Developed and maintained the organization’s Project Management Office (PMO) with oversight in the developmental and execution process of organizational strategic goals. Led a team of operations analysts that continuously monitor operational data to identify cost savings and operational optimization opportunities. Responsible for new account implementation and recruited, trained, and developed a PMO team of 14, providing the vision and engaging the team in a strategic focus. Managed annual strategic planning, guaranteeing annual goals align with company vision. Developed 3 national programs for roofing, building envelope and paving that took into account, asset condition and capital replacement life-cycle planning.

Provided leadership and direction for an assigned group of on-site facilities directors serving Via Christi Hospitals, Jane Phillips Medical Center, and St. John Medical Center. Responsible for operations, strategic development, and execution of regional and national goals. Managed $28M budget and provided oversight for 280 FTEs across plant operations, life safety compliance, landscaping/grounds, energy management, and construction management. Renegotiated service contract resulting in a 15% reduction in overall cost through re-bidding, vendor consolidation, and contract negotiation of final terms. Led team to focus on perfecting the basics, provided clear expectations, and provided consistent communication driving operations to the 25% percentile. Served as interim Vice President Support Services for 10 months, responsible for environmental services, nutritional services, linen distribution, courier, call center, plant operations, and security.

Recruited to help build and launch the implementation of a national healthcare facilities management company; directly overseeing cost savings development, organizational development, capital development, and contract management. Created and developed 5-year cost savings plan for 45 hospitals resulting in a $45M cumulative savings by analyzing the AP and GL details over a 3 year period for supply costs and service contracts that could be in-sourced or eliminated. Refined the implementation process and implemented facilities management systems for 60+ hospitals. Created and implemented facilities assessment models and costing models using industry benchmarks and best practices.

Managed daily operations with a $5M annual budget for support services departments in a 68-bed community hospital, 60-bed rehabilitation hospital and 72-bed behavioral health hospital and oversight for 75 employees. Departments included plant operations, clinical engineering, environmental services, nutrition services, materials management, security, and transportation. Ensured compliance with regulatory bodies as it pertains to EOC and life safety. Implemented Spport Services Model resulting in 18% reduction of OpEx.

Managed daily operations with a $1.5M annual budget and oversight for 50+ employees. Ensured efficient operations through continuous monitoring and adherence to company SOPs. Worked closely with State and Federal regulatory agencies such as FDA, GHA, CLIA. Reduced inventory costs by 15% through implementation of Just-In-Time inventory. Utilized Lean Six Sigma principles to reduced processing time by 20%.