Working across the entire organization to develop and implement a company wide Continuous Improvement Operating System

Manages a clinic consisting of 11 Family Practice/IM/Pediatric providers and over 20 Care Team staff forming a cross functional team that achieved all clinic goals in 2021 to include being Top 5 in Ambulatory Care Quality out of over 40 clinics, maintaining above an 80% patient satisfaction Net Promoter Score, and exceeding budget targets. In addition to clinic responsibilities, manages a team of 8 staffers supporting the Primary Care Service Line in staff scheduling, vacation coordination, daily ill call tracking and staff movement, and payroll management coding. Developed and maintains the Service Line’s Daily Tiered Huddle dashboards allowing leaders to monitor trends related to key metrics and problem solve daily to escalated needsTrained as a Safety Always Instructor and incorporated the 4 Key Reliability Behaviors within the clinic to become part of the daily culture.

Coach Lean Management Systems such as Strategy Deployment, Daily Engagement System, and Tier Management to Healthcare Executives, Directors, Managers, and frontline teams. Conduct process improvement workshops (Kaizen,A3, Standard Work, Value Stream Analysis, Kanban/5S). Assist in Lean Management System continuous improvement efforts to keep the Fairview Operating System at its best to provide pathways to achieve top quality, efficient, and cost effective processes engaging all levels of leadership. Directly responsible for coaching hospitals, service lines, and a shared clinical service while also being a Strategy Deployment owner within my office for Efficiency Performance Dimension.

Corporate Continuous Improvement Manager directly supporting Supply Chain and Manufacturing. Led the implementation of a Lean Management Operating System within the Supply Chain model area that sets the foundation and framework of a Lean culture to then develop Standard Work, Problem Solving, and People & Process. Additional project management includes:- Achieving Walmart On Time In Full Delivery from 75% to 85% by Feb 2018 to achieve Walmart standards and cost avoidance of $2.5 million dollars in early/late delivery penalties.- Reduction of Inventory writeoffs in Ingredients & Packaging by $1 million dollars in FY2018.

• Executes Sales and Operational initiatives that produce revenue and cost savings which deliver on EBITDA goals. Manages District P&L responsibility for 16 freight management facilities across 5 states resulting in all facilities meeting EBITDA goals and District bonus attainment of 120% in 2016.• Aggressively searches for opportunities to improve operational execution and profitability. Reduced 2016-2017 YOY cost in District by over $5 million dollars contributing to an increase in company operating income by over 50% in Q1 2017.• Trains District Management teams on company initiatives to ensure successful roll out and sustainment. Sales and Operations synergy has contributed to XPO Logistics being awarded #1 in Customer Service by Mastio Survey.• Collaborates and coordinates with peers in other Districts and Corporate to optimize a national freight network resulting in $7 million in cost savings by bringing more throughput in-house versus 3rd party support.At point of leaving company for next venture, District YTD 2017 (thru May) achieved 8% YOY increase in net revenue, 41% YOY increase in EBITDA, and 54% YOY increase in profit. This was accomplished through working closely with facility managers in controlling costs in labor and operational expenses along with expanding of customer base and improvement of profitability within the network as a whole.

• Responsible for the continuous improvement development of 9 regions consisting of 9 region managers, 118 service centers and maintenance shops utilizing Corporate Lean strategies resulting in 13% increase in Safety and other operational cost savings.• Trained and developed facility leadership in Lean methodologies to improve operational metrics leading to cost savings and recognition as Best Operating Region in Conway Freight in 2013 and 2014.• Developed interactive visual management strategies for tractor swaps and rotations leading to a 40% improvement in on time arrivals along with shift specific freight movement and manpower management process control boards allowing frontline staff to manage cost and speed. • Created and facilitated leadership presentations and region strategies to improve company culture and understanding of operational excellence to drive teamwork and synergy between all departments.

An expert in cross-functional team building with leadership through quality performance improvement. Demonstrates strength in fact-based business process analysis techniques.Possess interpersonal communication, consensus building, and conceptual skills.Lean/Six Sigma/TOC certified practitioner. Green Belt certified.Facilitated training in LEAN, Six Sigma, and Theory of Constraints methods for over 1200 personnel over a two year period while fulfilling the Navy’s Continuous Process Improvement (CPI) initiatives. Conducted process improvement projects and events resulting in a total cost savings of over $500,000 along with a total time savings of over 750 man-hours. Initiated and completed a new training regimen for logistics chain management while recreating a process improvement IT tool to better fulfill the voice of the customer.Experience in developing strategic plans based on robust analysis.Willing to challenge conventional wisdom and able to develop and deliver clear, fact-based recommendations and presentations.Communicate professionally and remain unbiased and data-driven.Ability to think creatively, assess and take calculated risks, and adapt to frequent change.

Possess global experience in logistics with a proven record of achieving world-class results under extremely challenging conditions. Chief Logistics Specialist for the Aviation Supply Support Center onboard USS Harry S. Truman supporting Carrier Aviation during wartime flight operations. Supply Officer/Facilities Manager at Tactical Air Control Squadron 22 supporting Purchasing/Budgeting/Managing building operations.Managed material requirements planning for over 400,000 items of inventory aboard a deployable naval vessel keeping always at 100% inventory accuracy. Directed the issue of material and material distribution for over 15 local warehouses. Managed 40 personnel and a $5 million operating budget. Supply material expeditor for 80 forward deployed aircraft; expedited repair parts and material using military and private sector worldwide logistics chains. Improved productivity of workers by 30% by streamlining work processes, cross-training, and reduction of rework. Coordinated material shipments globally to deployed vessels and squadrons in support of logistics requirements. Hazardous material shipment trained and certified.Acquisition and life cycle logistics trained.Skilled at working across operational units.