Struggling to set up a sim lab or sim center in your hospital, hospital system, or academic/university healthcare institution? Let me help. With 35 years of combined experience in healthcare simulation and military simulation & training, I can assist your organization in building a healthcare simulation program from scratch or enhancing your current program(s). I offer a full spectrum of healthcare simulation and training consulting services across the entire program management lifecycle, including sim ROI development, executive briefing/approvals, sim lab/center design, cost estimation, construction management, custom job description development, hiring assistance, staff training, organizational development, leader development, succession planning, operational & capital annual budget planning, lease vs. buy decisions, standardized patient program management, simulation logistics management, mobile simulation solutions, and much more. After retiring from the US Army as a Colonel specializing in simulation and training, I started a healthcare simulation program from scratch at AdventHealth in Central Florida (for both the hospital system and its affiliated healthcare university), and grew it over 8 years into one of the top three healthcare simulation programs in the world, opening & operating 11 sim labs & regional sim centers, hiring 90 full-time employees, building a standardized patient program with 70+ diverse part-time actors, and managing the company's learning management system that serviced over 35,000 clinical, non-clinical, and physician team members. I can drive your organization's success in any or all of those areas.

Responsible for building world class simulation and training programs for the 16-campus AdventHealth Division in Central Florida. Scope included all clinical and non-clinical simulation, training and exercise support at 11 simulation centers and labs across the health system, the 15 Graduate Medical Education (GME) programs that train residents, the 16 academic programs at the affiliated AdventHealth University (AHU), and the 24 resuscitation courses taught at AdventHealth American Heart Association (AHA) Training Center-CFL. Additionally, led the Learning Technologies team that managed the Central Florida Division's Learning Management System (LMS) and integrated new VR technologies into simulation and training programs. Developed and implemented local, regional and nationwide comprehensive programs of training and simulation. Managed all aspects of training and simulation to ensure a smooth and efficient operation. Served as a tactical partner in all areas of training, performance management, talent development and organizational effectiveness.Developed strategic relationships in the community including government/military, hospital industry and academia related to learning technologies including curriculum development, simulation and research.Focus areas included department/program management, learning needs assessment, curriculum development, course/scenario coordination oversight, campus/program expert liaison, data analysis/presentation and continuous process improvement.

Senior training, simulation and mission command Subject Matter Expert for PEO STRI, a 2-star level acquisition center of excellence. Primary advisor for the Program Executive Officer (PEO) (2-star SES), Deputy PEO (1-star SES), senior staff members, and five Colonel-level Project Management Offices. Coordinates all modeling and simulation policies with the Department of the Army G-8's Army Modeling and Simulation Office (AMSO) and facilitates issue resolution and strategic planning initiatives between PEO STRI and all external stakeholders Army-wide.Led PEO STRI's participation in the US Army Central's (ARCENT) Regionally Aligned Forces Working Group. Efficiently coordinated with all leaders, teams and stakeholders to ensure commanders in ARCENT's Area of Responsibility have the training systems and enablers they need to maintain their fighting edge.

Supervised a team of 100 military, civilian, and contractor personnel with budget oversight responsibility in excess of $9B as the US Army's centralized manager for capability developments and user activities associated with live training systems, including live-fire ranges, targets, training ammunition (STRAC Program), instrumentation systems at home stations and combat training centers, and tactical engagement simulations that support the live training environment. Provided efficient and responsive training support to the US Army by fielding over 60 new or revitalized range complexes around the world ensuring they met the current training needs and emerging strategies.

Chief of Operations, Plans & Training (G-3/5/7) for the US Army Medical Command's Warrior Transition Command (WTC). Hired and led a 35-person Operations team in a newly formed 1-star major subordinate command in the US Army Medical Command (MEDCOM) responsible for executing the transformation of how the US Army cares for it's over 10,000 wounded, ill and injured Soldiers and their Families. Coordinated the creation and administration of the Warrior Care and Transition Program among the Army Staff, the Joint Staff, the Services, and the Office of the Secretary of Defense.Developed, standardized and implemented training programs for 29 Warrior Transition Units and nine Community Based Warrior Transition Units across the Army; led the 2010 planning effort to establish the annual Warrior Games with all Services, the Joint Staff, and the US Olympic Committee; and created the Army's enhanced Community Care solution, transforming how MEDCOM cares for all Reserve Component Soldiers.

Supervised a 10-person technical team at the Digital Integration Lab that provides PEO STRI's Project Management Offices with mission command system expertise to meet their programs' required interoperability performance objectives. Reduced annual cost to the organization by $3.5 million.Project Coordinator for an Army-wide project information management system used throughout the project solicitation process, including post-award management of projects throughout their periods of performance. Responsible for all aspects of the development and management of the system's utilization, including solicitation of customer funding, management of the software development effort, and daily team management.

Led the Simulation-to-Mission Command Interoperability (SIMCI) Integrated Product Team (IPT) comprised of over 50 technical experts from across the US Army that solved technical issues between operational mission command systems and modeling & simulation training systems focused on common data, standards, architectures, processes, and reuse of components. Managed the program's $4 million budget.

Chief of Staff for 25 senior US Army advisors that trained senior leaders of the Kuwait Armed Forces during Operation Iraqi Freedom.Primary advisor and trainer for twelve 1-2 star general officers on the Kuwait J3 Operations Staff in all aspects of operations, training, planning, exercises, and war plans development for the entire Kuwait Armed Forces.Managend the Kuwait bi-lateral and multi-lateral military training and exercise program with Allied nations.

Supervised a diverse 12-person staff comprised of military officers, government civilians, technical support contractors, and research scientists focused on large-scale battle command experimentation of future concepts for combat staff decision-making processes and human factors issues.Managed, coordinated, and de-conflicted the utilization of the Futures Lab, a state-of-the-art experimentation facility consisting of over 100 computer automation, multimedia, and communications systems valued at over $5 million.Senior project manager and US Army proponent for Battle Command 2010, a low-cost, low-overhead, tactical decision and staff training simulation based on gaming technology used in the Army National Guard and the Army schoolhouses.

Responsible for the management and utilization of all training aids, devices, simulators and simulation systems for over 20,000 soldiers at Fort Carson, including the delivery, set-up, integration and testing of the $50 million Close Combat Tactical Trainer system (comprised of 26 M1A2 tank and M2A3 Bradley infantry fighting vehicle simulators).Designed, planned, and coordinated all major staff training exercises to prepare the 7th Infantry Division Staff and three brigade staffs for combat operations.

Commanded a Military Intelligence Operations Company that provided all-source, predictive intelligence to the III Corps Commander and Corps G-2 (Chief of Intelligence) Staff. Responsible for the leadership, training, health and welfare of 139 soldiers and their families, 23 tactical vehicles, and $36 million of property and equipment.Managed the intelligence collection operations of the III Corps' signals intelligence assets, unmanned aerial vehicles, and long range surveillance teams during all operations, training exercises and deployments.

Artillery officer in the 3-319th Airborne Field Artillery Regiment, a 105mm artillery unit with the mission of immediate, short-notice, world-wide deployment. Served in a variety of leadership and staff positions at the platoon through battalion level.Assigned to an Airborne Infantry Company during combat operations in Panama in 1989-90 during Operation Just Cause and Iraq in 1990-91 during Operation Desert Shield/Storm. Served as a Fire Support Officer responsible for all artillery, mortar and rocket fires, naval gun fires, and close air support for maneuver forces during training and combat operations.