Dr. Paulette Evans Email & Phone Number

• Consults with people and organizations within all industries to help them effectively and efficiently re-engineer their short- and long-term processes by utilizing proven methodologies; projects include creation of strategic plans, streamlining of standard operating procedures, and implementation of digital/technology systems• Manages day-to-day operations, including marketing the business to ensure new clients, creating contractual documentation for partnerships, managing the official company website, submitting the annual report to the NC Secretary of State, and submitting annual taxes to the Internal Revenue Service

Charlotte, North Carolina, Us

• Oversaw enterprise-wide portfolio of projects, and managed a dedicated team of 15 project managers and 5 business analysts to ensure all components of projects and deliverables met desired metrics and outcomes• Assisted the organization in defining projects to achieve strategic objectives; worked with the 12 members of the Executive team to set priorities, accountabilities, and budgets for each program• Developed and maintained over 25 portfolio governance standards, methods, tools, processes, and performance metrics; analyzed and reported on the performance of the project portfolio throughout the entire lifecycle to monitor the effectiveness of strategies and resources• Shared project management best practices with 15 project managers in the EPMO and 10 additional department-based project managers, while also managing the repository of project management documents on SharePoint• Managed the portfolio intake process to produce data-driven, informed decision-making processes around portfolio approvals and prioritizations; ensured the appropriate implementation of risk mitigation techniques, effective communication, and efficient project execution• Communicated the organization’s portfolio status, including strategic value, business need, cost/benefit, risks, issues, and risk mitigation strategies, in an effective and efficient manner to multiple audiences across the organization

Chapel Hill, North Carolina, Us

• Established a consistent process across outpatient and hospital-based services to collect copays and deductible amounts when patients presented for services; efforts led to better engagement of patients in their financial responsibilities for care and the health system saw year-over-year growth in point of service collections, from 0% in Q1-2019 to 40% in Q1-2020• Facilitated a Kaizen event to streamline the submission process and processing time of financial assistance application packets from patients; led the team through Lean activities that resulted in a turnaround time reduction of 78%, from 27 days to 6 days, on average• Worked with the Marketing & Communications Teams to improve the accuracy and efficiency of the Revenue Cycle department’s digital tools, including internal/external websites, myUNCChart, and kiosks, to improve the patients’ financial experience; efforts led to a 50% increase in patient satisfaction, from 36% to 86%• Implemented a new process for resolving patients’ billing complaints by routing all finance-related issues to the Patient Financial Services Call Center, instead of to the Practice Managers, who were not equipped to address the complaints properly or in a timely fashion; actions led to a resolution time reduction of 85%, from 45 days to 7 days, on average• Led approximately 75 members of the Price Transparency Team through the process of providing clear, accessible pricing information about the items and services provided at the 12 owned and managed UNC Health entities in order to meet the regulatory requirements of the CMS-1717 Final Rule

Greensboro, North Carolina, Us

• Led approximately 100 members of the Reinventing Care Move Team in order to successfully coordinate over 10 multi- campus unit moves and openings in preparation for the relocation of the new Women’s and Children’s Center to the Moses Cone Campus• Implemented Agile-based pull plan grid to capture all necessary work prior to unit moves and openings (this pull plan became the standard work for the system); facilitated 3 campus-specific weekly calls with the Reinventing Care Move Team to ensure all 25 functions were on track and any barriers were discussed in order to be resolved• Synthesized Reinventing Care project learnings to collaboratively plan, implement and support continuous process improvement to develop best practices, remove process waste and optimize outcomes• Served on the Enterprise Project Management Office (EPMO) advisory council in order to provide feedback, guidance and ideas for helping to achieve the EPMO's mission to create a foundation for consistent project success throughout the organization through development of a strong and pervasive project management structure, standards and discipline• Mentored operational project managers in project planning, reporting, etc.; helped leaders anticipate and prepare for various projects/work streams and helped minimize disruption to the flow of operations when implementing key initiatives

Greensboro, North Carolina, Us

• Managed a system-wide, cross-functional project team through a successful, 3-year ICD-10 transition; implementation was a non-event and the command center only remained active for 9 days due to the insignificant number of cases that were opened (20 total)• Directed a project team in implementing improvements in the admissions process for the Inpatient Rehabilitation unit, which led to an increase of 12% in admissions from FY12 to FY13 (600 to 672, respectively), which yielded $1,191,384 in additional revenue• Led a project team in implementing improvements in the marketing, registration, and education processes for the Orthopedic Joint Center, which increased participation in their pre-operative classes by 32% (from 105 attendees to 139 attendees)• Managed a breakthrough project focused on radically transforming the patient care experience by delivering the right care, in the right place, at the right time; HCAHPS scores for the unit piloting the new model of care increased from 29% to 95%• Worked diligently with the Core Measures – Immunizations team to implement improvement plans that addressed technology and behavior issues throughout the health system; improvements led to a post-season compliance rate of 96% (pre-season compliance rate was 89.6%)

Boston, Ma, Us

• Drove process improvement projects designed to streamline current standard operating procedures; established order cancellation process for 4 product lines to eliminate false demand requests to the production floor; created early shipment process in order to proactively notify customers when we were planning to ship SWBD, LA, or MCC products 5 or more days earlier than the current OCP• Led 10-person team during AWO to drive inquiry-to-remittance cycle time reduction for Generator projects; conducted specification review, which revealed 36 defects, and worked with the team to update the project specification to reduce the exception process by 1 week; streamlined print approval/revise and resubmit process to reduce engineering time by 2 weeks• Succeeded in converting manual NPS procedure to automated process, and transferring weekly reporting method to real-time digital portal; participated in 42 transition meetings, completed 5 survey test simulations, uploaded 384 legacy records to portal, and trained 6 Operations team members on using the digitized format

Boston, Ma, Us

• Identified and led projects to improve profitability and achieve best in class status from a customer perspective; worked with the Quality organization to re-energize Net Promoter Score (NPS) efforts for the ED NA P&L• Consistently scoped quick-hit projects for 5-point NPS improvement goal; achieved 7-point increase on PM NPS score and 5-point increase on GE NPS score, 1Q to 3Q• Created and distributed EliteNet customer survey, and reviewed 800+ responses to determine necessary enhancements; worked with IT to implement 3 MITRs (RGA alteration, file upload, and item mark features), and held 2 customer training sessions• Led 7 customer roundtables to gather feedback on GE's performance, and presented comments to functional leaders; segmented survey data for 2 national accounts (GEXPRO and Crescent), and worked with Sales leaders to determine action plans

Boston, Ma, Us

• Participated on a project team focused on redesigning an essential programming tool used by Sales when quoting/pricing projects in the field, which led to increased quote accuracy and reduced rework time and dollars; built a pricing-costing table consisting of 65M rows and completed 44 test cases for the new Switchboard Configurator program in order to confirm program efficiency• Collected and analyzed data for 50 switchboards and determined that we lose more margin as the level ofcomplexity increases; convinced product management that a new pricing program was imperative • Established a standard operating procedure for the completion of submittal packages supplied to customers for all projects in order to improve our appearance in the marketplace; launched new Submittal Template to Consultants and Operations team, which focused on the content, layout, and format of submittals, and increased Consultant GAP Analysis score from 28.89% to 95.00%, and Operations team GAP Analysis score from 54.86% to 95.83%• Analyzed data for equipment orders that required prints-for-approval to establish the rate of timeliness and accuracy of the requested drawings; results of project showed a sigma improvement of 0.61 for first pass yield on prints for approval (from 1.88 to 2.49), and an improvement of 0.89 for average days late (from -2.86 to -1.95)• Published weekly updates to Sales regarding all orders not scheduled within four days of receipt and obtained the release information required for scheduling; involvement with teams regarding clean orders metric led to a year-end average of 99% of orders being scheduled within 4 days, up from 89% at the beginning of the year• Assisted with productivity projects at the National Customer Service Center, including the Project Specialist transfer-of-work; created 5 new documents and helped develop numerous processes for the new team, including project handoff forms, order receipt/release forms, and an instructional document for Sales

Boston, Ma, Us

• Completed take-offs from one-line diagrams, plans, and specifications, and utilized the necessary tools to secure pricing as needed for equipment, systems, and services; facilitated distribution of Request-for-Quote (RFQs) to appropriate plants/factories for pricing/take-off assistance• Assisted with Inquiry-to-Order (ITO) processes and managed Order-to-Remittance (OTR) tasks for projects up to $500K in the North Florida region, primarily in Jacksonville, Orlando, and Tampa; managed 430 projects totaling $13.4MM for the Sales team in the North Florida district, and helped the team reach $58MM for the 2006 budget year• Interpreted customer inquiries and needs to determine appropriate products/services to meet their requirements; managed approximately 40% of $5MM worth of projects for top contractor in the region, resulting in 90% on-time deliveries, despite factory load issues, and zero Sales-related deductions• Resolved billing concerns and questions from the customer in regards to total receivable revenue on each job; reduced total assigned claims for the North Florida district by 76.2%, from $147K to $35K, and improved project management procedures by incorporating 5 new workflow processes that increased the accuracy of equipment orders and reduced the amount of claims generated due to errors• Managed customer fulfillment by proactively addressing customer interests and escalating internally when necessary; secured relationship and $160K in orders from new single-line distributor by delivering $56K initial stock material on opening day after system glitch canceled order• Participated in Six Sigma project teams to increase process improvement, orders growth, and customer satisfaction; improved the resolution of claims by 52.9% in 2004 compared to 2003, resulting in total financial benefits of $205,532

• Worked with patent agents and attorneys on pertinent patent applications for various industrial clients• Read and reviewed applications that were in the process of being submitted• Assisted with the rectifying of current applications that had been returned by the United States Patent Office in Washington, DC

• Worked with the design and maintenance group to ensure productivity throughout the plant• Configured and modified GE Fanuc PLC programming using VersaPro and LogicMaster90 software• Designed and adjusted QuickPanel and QuickPanel Jr. touchscreens using QuickDesigner software• Installed printing systems for the UV coloring machines and the Buffering lines• Designed and modified layouts and drawings using AutoCAD• Uploaded and downloaded machine parameters into TSI Target displays on Buffering lines using TS5000 software• Configured TSI Target heads and displays used on Buffering lines and UV coloring machines• Constructed a training manual for the operators of the new Buffering lines• Designed an intercom system for other facilities• Worked hands-on with the tools and machines used in the manufacturing industry• Labored diligently with management to ensure acceptable score on company audit

Bachelors, Electrical Engineering, Mathematical Sciences

Masters, Business Administration

Doctor Of Education - Edd, Performance Improvement Leadership