Responsible for establishing and leading strategic organizational reporting, improvement initiatives, and operational quality processes. This role champions system-wide data driven continuous improvement by utilizing data analysis, formal operational audits, and improvements to develop best practices across 27 hospital laboratories throughout Indiana.• COVID Process Improvement Team Leader: Instrumental in leading implementation of a new testing process for COVID Testing in Indiana. Developed internal testing capabilities and significantly reduced the overall average Turnaround Time 95% from 98 to 5 Hours while volumes increased 1,400% during peaks of the pandemic.• Quality Program Strategic Leadership: Handpicked by the CEO and Chief Medical Officer to lead the organization’s Quality program and strategy utilizing data driven laser focus on Quality Key Performance Indicators. Implemented a CAP Continuous Readiness program recognized as a benchmark in the industry. Improved Quest Indiana CAP Accreditation External Audit Scores by 60% and Proficiency Testing by 54%. • Strategic Reporting to Board of Directors: Created and implemented first Balanced Scorecard and Goal Sharing; exceeded goals resulting in first employee payout in 4 years. • Strategic Initiatives Project Team Leadership: Successfully led and implemented multiple cross functional team projects considered largest scope in Quest Indiana history. Sendout Optimization team reduced average Turnaround Time by 50% from 30 to 15 Hours, STAT Gram Stain team reduced average Turnaround Time by 94% from 706 minutes to 40 minutes, and New Lab Implementation Leader for Community Heart and Vascular Hospital. • Quest Indiana Kaizen Leadership Development Program Leader: Developed an innovative service industry Kaizen training and project mentoring program; increased support and project implementation by lab leaders in the organization by 700% from the previous year.

Responsible for establishing and leading a corporate quality assurance system and team, which promotes client satisfaction and positively impacts the financial performance of the company. The role champions company-wide continuous improvement efforts and defect reduction initiatives to establish an effective quality management system utilizing process mapping, data analysis, audits, and development of best practices. • SOC-1 Certification Initiative: Led first ever SOC-1 Certification cross functional certification initiative in accelerated timeframe of 11 months versus 16-18 months.• Developed critical cross functional process documentation, process mapping, and process controls for all Operations. Coordinated multiple external audits providing presentations and process evidence for 10 critical process areas totaling 75 process controls. • Quality Assurance Initiatives: Successfully led consolidation and improvement efforts for multiple Quality initiatives across Operations. Created new quality audit processes and scorecards for Accounts Receivable, Payments, Refunds, and Call Center teams. • Internal Audit Initiatives: Led multiple internal audit program initiatives to proactively audit critical processes instead of reacting to external client audits. This resulted in revenue recovery of over $1M/year while increasing client satisfaction.

Responsible for the development, implementation and Quality monitoring for Clinical Operations at Anthem. Lead a team of Clinical Quality team members who audit multiple Health Care Management critical processes including Case Management (CM), Disease Management (DM), Utilization Management (UM), the Integrated Health Model (IHM), Nurseline, Maternity, and Health Professional teams. • Clinical Quality Consolidation and Growth Initiatives: Led a team with 200% growth from 25 to 75+ FTEs. Successfully led consolidation and improvement efforts for multiple Clinical Quality programs across the Commercial Division. • Case Management and Disease Management Program Integration Initiative: Largest scope project ever completed by Anthem Health Care Management by integrating 600+ Nurses, Health Educators, and Nonclinical Staff completed 3 months ahead of schedule. • Clinical Outcomes Guidelines Call Evaluation Tool Redesign: Led the effort to develop a benchmark for Call Evaluations across Clinical Operations. Simplified guidelines by 90% laser focusing on critical improvement opportunities: Quality improved by 20-25%.• Nurseline and Case Management NCQA Accreditation: Developed, tested, and finalized Quality Evaluation and Reporting to secure Accreditation for both programs. • Strategic Initiatives: My Health Advantage process reengineering reduced time 42% with cost savings of $1.6M, enrollment capacity increased call volume 19% while reducing costs $1.4M, dialer implementation increased capacity 20-25% while decreasing costs $1.1M.

Lead a Process Excellence Program utilizing multiple process improvement methodologies. Develop a leadership development program for all levels of the organization and execute on training the Six Sigma methodology. Lead the Strategic Planning and Quality Program within the Servicing and Originations Divisions. Deliver on established goals & objectives through mentoring and alignment of strategic projects across the organization.• Developed an innovative service industry focused 3-day Yellow Belt Six Sigma Training; saved over $2M while increasing demand 400%; described as “best class at Sallie Mae.”• Loan Servicing process improvements facilitated $23M reduction resulting in 43% savings. • Enterprise Quality Leader: Implemented best practices across Enterprise netting $2.7M.• Mentored multiple Six Sigma projects; improved quality 60% and decreased costs 25%.• Selected for Presidential Award and the National Hispanic Corporate Achiever Award.

Lead a Divisional Six Sigma Program utilizing the DMAIC process improvement methodology. Partner with senior leadership to improve the planning and reporting process while leading cross-functional teams and projects focused on delivering strategic value. • Selected to lead the Six Sigma Program as a certified Black Belt for Employer Solutions.• Balanced Scorecard Project Leader: implemented all key performance indicators and goals.• Customer At-Risk Process Leader: improved income $10M+ through statistical modeling.• Recognized as a “High Potential Leader” for adding value with cross functional initiatives.

Project leader for multiple cross-functional teams utilizing the Six Sigma process improvement methodology. Deliver on established goals & objectives by driving projects while mentoring multiple project leaders. • Implemented a new lead generation system improving cycle time 80% and income $2M.• Created first-ever data driven lead generation system that improved response rate 100%.• Revamped sales process and Siebel CRM System resulting in a $1.5M annual improvement. • Mentored multiple Green Belt project leaders to certification: $5M+ in economic impact. • Completed certification as a GE Six Sigma Black Belt: recommended as Master Black Belt.

Lead all process improvement activities throughout the organization. Take knowledge of Malcolm Baldrige National Quality Award and Six Sigma process improvement methodologies to lead cross-functional teams through process improvement initiatives. Align strategic goals & objectives through metrics and projects. • Project leader for organizational Balanced Scorecard implemented across the organization.• Led collections process reengineering and saved $120K with decreased cycle time of 60%.• Improved customer relationship management (CRM) process cycle time by 20%. • Promoted to Quality Leader for Malcolm Baldrige National Quality Award Company. • Selected as the first Six Sigma Black Belt: top 1% of company.

Manage Air Force Base Services Operations: human resources, marketing and publicity, information systems, training, mortuary affairs, wartime readiness, food service, lodging, fitness centers, golf courses, clubs, and recreational facilities. • Team leader of a 5-person budget process reengineering team: revamped an outdated, manual budget process through advanced spreadsheet applications, increased profits 30%.• Improved accounts payable processes through relational databases: decreased time 25%.• Led the Malcolm Baldrige Quality Award assessment and improvement efforts at Command.• Awarded “Officer of the Quarter” for leading a 350-person unit in commander’s absence.• Recognized as most innovative Air Force Services Manager: reduced expenses by $250K+. • Food operations recognized as most improved in Command: worst to runner-up in a year.