Responsible for strategy and operational performance of Primary Care, Behavioral Health, Urgent Care, and Telehealth in Colorado Permanente Medical Group (the largest multispecialty group in CO with a $720m+ budget, 1200+ physicians, and 120+ professionals)● Direct operations in 28 Primary Care practices across Colorado with 370 providers and 550 staff fte● Reduced administrative FTE by 25%● Increased clinic templated appointments by 25% in Adult Primary care and 15% in Pediatrics, with access metrics improving from 11% TTA to 47%.● Lead 36 psychiatrists in 5 subspecialties. Increased physician engagement from 10th to 80th percentile ● Oversee three Urgent Care centers with 40+ providers and 65+ staff. Developed a staffing model that will produce a 20% increase in productivity and $800k+ in savings per year.● Oversee Telehealth with 70+ physicians in chat and on-demand phone/video platforms as well as the med center (TMC) – virtual visits that resolve patients’ clinical problems 70% of the time, decreasing ER cost● Facilitated a cross-functional redesign of the Message Management Center (130+ RNs, LPNs, and MAs handle 1.7+ million emails and calls) with a 30% improvement in turnaround time to close messages.● Partner with Clinical Contact Center to optimize call center systems and implement new nurse advice protocols with a 30% decrease in messages sent to clinics and a 20% decrease in average call time ● Developed Operational Excellence 1-day workshop for Medicine & Leadership course – training for regional medical directors nationally

Provided strategic advice and coaching to the Board of Directors, medical group, and health plan executive teams; facilitated enterprise-wide system and process redesigns. ● Led Behavioral Health Operational Excellence Model Cell and developed a 5-year strategy based on physical and virtual patient value streams. Moved both physician and staff engagement from the lowest tertile to the highest. ● Redesigned enterprise FMLA and disability processes that were 400% over physiologic benchmarks and 60% over non-KP physicians and decreased inappropriate time off by 50%● Partnered with the Ohio State Fisher School of Business to adopt a mini-MBOE curriculum to train KP executives who completed process improvement projects with clear deliverables aligned with strategy● Partnered with the City of Denver Peak Academy and Denver Health Lean Academy to train all middle managers in Operational Excellence● Facilitated 2021-2025 strategy design that drastically decreased the number of KPIs

Temporary, regional assignment to optimize the performance of the newly established but struggling Message Management Center with 110+ staff providing virtual communication between nearly 400 Primary Care physicians and their 600,000+ patients.● Hired leadership team with high-performance expectations ● Designed standardized workflows and staff standard work to drive productivity and quality ● Developed metrics to track performance ● Established feedback loop between physician practices and centralized team to iterate the model

Developed, implemented, continuously improved “Flow” model which is instrumental to enterprise-wide turnaround strategy based on standardizing care to achieve one-call resolution with total patient management. It resulted in $5M savings by conservative estimates in Internal Medicine while increasing physician and staff engagement scores significantly above regional level with very low turnover among staff and no turnover among physicians. Phone call and EPIC in-basket response time improved by more than 80%.Developed 10 individuals to middle management roles (administrative and clinical) with continuous improvement or lean management philosophy and skillsets not previously available within the system. Lead standard work, daily huddles, visual and idea management systems on a department and building-wide level resulting in improved coordination of care for the 42,000 patients and unprecedented collaboration between unionized clinical staff, medical group, and health plan managers. Worked closely with KP executives to embrace and implement process improvement infrastructure grounded in Lean Management and Operational Excellence. Introduced more than 300 executives, middle managers, union and clinical leaders to strategy deployment, standard work, visual management, tiered escalation huddles and other lean methods. Assisted 20+ practice sites and departments in their lean journey. Served as an internal lean consultant to the regional pharmacy executives in their pharmacy lean transformation.Responsible for hiring, oversight, training and development of more than 35 physicians, nurse practitioners and physician assistants. Developed expertise in Advanced Access, Population Health, Analytics, EPIC in-basket workflow development and standardization. Focused on continuously decreasing physician and allied professional burnout to improve patient experience and decrease likelihood of errors, achieving zero physician turnover in 7 years.

- Oversee CPMG (more than 1400 physicians, 600,000 patients) strategy and financial performance - Assess and react to the market, financial, operational and legal risks facing the organization - Ensure legal compliance, approve operating budgets, conduct annual audits- Evaluate the performance of the Executive Medical Director (EMD) and be available for consultations- Select the next EMD

Trained at the Hospital for Special SurgeryTrained at Memorial Sloan-Kettering Cancer CenterTrained at New York Hospital-Cornell

- Participated in Clinic Redesign, Advanced Access and Carecast (General Electric) Note Builder teams. Organized faculty development curriculum. Completed Health Care Leadership Academy, ran by The Advisory Board Company. - Oversaw Internal Medicine 3rd year clinical clerkship curriculum design and training. Taught “Introduction to Clinical Medicine”. Implemented “Residents as Teachers” and “Teaching Teachers to Teach” courses. Participated in Education and Faculty Development Committee.