Florida mental health centers serve as bastions for public health and wellness. But even among mental health treatment centers in Florida, there is a wide range of quality in terms of programming, services, and mental health expertise. That’s why our team at The Willough at Naples is committed to helping people who need mental health support get world-class care right here in southwest Florida.I joined the team in June and lead all operations for our 87-bed facility that provides all the comforts of home. With inpatient treatment options for mental illness, co-occurring substance abuse, and drug and alcohol detox, we can help one overcome any of life’s challenges.Since joining we’ve launched a number of small process improvement initiatives that have increased admissions, de-centralized intake, and have begun improving the overall aesthetic of the facility.We’re also about to launch a geriatric service line to accommodate the ever-burgeoning mature adult population that have chosen Naples as their retirement destination.

Since 1991, Aurora Pavilion Behavioral Health Services has brought renewed hope for those sufferingfrom emotional, behavioral and addiction problems.I was recruited to lead this 62-bed hospital with a staff of up to 150 offering all phases of treatmentserving severe and persistent as well as high functioning adults, alcohol detox, mature adults,adolescents, and child patients.I oversaw both clinical and nonclinical departments including Nursing, Admissions, BusinessDevelopment, Process Improvement, Finance, Clinical Services, and Regulatory Affairs.I recruited and trained staff, built community relationships, and focused on census building efforts andstrategic planning.My goal in this role was to transform a culture and we accomplished that with dramatic increases inpatient satisfaction and staff satisfaction scores. This year we ranked #1 across the UHS system forpatient safety and we reduced our length of stay to align with the national average.

MacNeal Hospital provides quality, patient-centered care to the near west and southwest suburbs of Chicago. At MacNeal, the patient experience is designed to help improve the quality of life of every patient who enters our doors.My time at MacNeal spanned multiple responsibilities, roles, titles, and operating companies. In this role, I directed 5 adult inpatient psychiatric units, a partial hospitalization program, and an outpatient counseling center. I led a regional intake department facilitating admissions and transfers within 3 hospitals. I also served as a member of the Trinity National Behavioral Health Clinical Excellence Council to collaborate on system-level priorities. Throughout my entire tenure with MacNeal I spearheaded a culture of safety with 0 inpatient suicides across 30,000+ patients.It was during this time period where I had to help facilitate the transition from a proprietary hospital to a not-for-profit academic medical center.

I was promoted to this role where I spearheaded growth initiatives and strategic oversight of 4 Tenet hospitals with the goal of improving patient care and responding to the needs of communities served.We increased our admissions by 20%, increased bed capacity by 10%, and I led a culture change within the company during the Tenet merger with a focus on collaboration across the 4 hospitals which had previously operated in silos.I opened a new outpatient counseling center in 2016 with 1,427 visits in the 1st year with consistent growth to 5,662 visits in 2021.

I joined MacNeal and developed and administered the Psychiatric and Behavioral Health Services Programs including the MacNeal School, a therapeutic day school for grades K-12. I directed all inpatient and partial outpatient programs and personnel activities with staff of over 150 and $30 million budget. We expanded our psychiatric beds by 24% and increased admissions by 15% over a 2-year period.

I was promoted to direct psychiatric services through patient care managers, psychologists, Chief of Service, expressive therapists, social workers, and office support staff. I oversaw our Clinical Assessment Center, inpatient Psychiatry with 80 beds and annual budget of $12 million across 125 staff members.

I joined Michael Reese Hospital and oversaw the coordination, monitoring, and supervision of all psychiatric inquiry, assessment, and admission functions as well as crisis intervention. I served on the hospital referral development team to enhance service and image within the community. I also provided in-service education to Psychiatry, Nursing, and Emergency Department staff.