• Collaborate with the legacy Davis Health System executive leadership team to steer the organization's performance excellence strategy, fundamentally based on the tools and principles of Lean process improvement and Lean daily management.• Oversee a small team of professionals that help facilitate day-to-day improvement activity.• Provide coaching and mentoring in the tools & principles of operational excellence to leaders at all levels of the organization.• Provide ad-hoc project management and data analysis support to various organizational initiatives.

• Supported quality and physician leadership in improving patient care processes and clinical quality outcomes across the hospital division of Health First.• Supervised a staff of two Quality Improvement Advisors responsible for Clinical Quality Improvement initiatives.• Created a project management framework for quality improvement initiatives.• Oversaw and managed improvement initiatives in Sepsis, C. Diff, and Hand Hygiene performance, with Sepsis bundle management reaching top-decile performance nationally.• Managed IDN data submission, analysis, and improvement initiatives related to the Leapfrog Hospital Safety Grade.• Completed other ad hoc projects and analyses as requested by senior leadership and peers in quality leadership, particularly in support of response to the COVID-19 Pandemic.

• Based on tools and principles from Lean & Six Sigma, managed and oversaw the organization's performance improvement program by managing projects and coaching leaders on how to prioritize project selection, collect and analyze data, and manage an improvement project through the DMAIC cycle.• Co-lead CCMC's Baldrige Journey toward performance excellence and served as a regional Baldrige Examiner with The Partnership for Excellence (TPE) for three cycles.• Collaborated with an external advisor and senior leadership team on planning and prioritizing the performance excellence strategy.• Prepared a wide variety of decision support tools and analyses for leaders from C-suite to departmental leads. Helped leaders identify the appropriate measures for analysis and the best way to visualize data to drive improvement.• Served on variety of clinical and operational committees focused on cancer care, patient experience, labor and productivity, and all hospital-based service lines. Provided improvement and analytics support to these committees.• Led teams targeted at improving performance in national and regional pay-for-performance quality programs and successfully helped the organization maximize cost savings and reimbursement.

• Managed a portfolio of improvement projects focused on business and clinical operations.• Created total process redesigns for new employee onboarding, physician practice acquisitions and expansions, and a transitional care/swing bed program that led to reduced waste and greater efficiency.• Trained all levels of the workforce in Lean and A3 thinking in inpatient, outpatient, and business office settings. This included classroom sessions with hands on learning and 1-on-1 A3 coaching.• Trained and certified a group of internal Lean Facilitators - internal champions of robust process improvement serving in a variety of business units and clinical departments.• Participated in multiple Lean collaborative groups including a regional collaborative of Lean leaders in healthcare along the I-81 corridor in the mid-Atlantic region, and the Catalysis (ThedaCare) Healthcare Value Network. Participated in Catalysis Gemba Visits at hospitals across the United States.

• Started in an entry-level analytics and improvement role at a WVU Medicine regional medical center, then progressed to data analyst and process improvement roles at the flagship academic medical center.• Prepared a variety of decision support tools and analyses for management across several clinical and business units.• Managed a portfolio of process improvement projects that were selected and prioritized by executive leadership and improved operations in the NICU, Nutrition Services, Pharmacy, Operations, Heart and Vascular Clinic, & Ophthalmology Clinic.• Noted improvements included: NICU breast milk initiative eliminated infant milk and formula feeding errors, pharmacy wasted medications initiative produced over $100,000 in savings.• Delegated day-to-day project activities of two undergraduate interns, provided mentoring & feedback, and participated in their evaluation process.

During this designated industrial engineering undergraduate internship experience, I completed a project to restructure the Statewide Training Program for WVU Extension's Energy Express program. Proposed relocation to a more modern location with technologically sound and more practical facilities at a lower cost.Proposed solution reduced costs for training program by 50%.Proposed new schedule cut total training program time by 30%.Most changes were implemented in 2013.

For one summer in college, I supervised and delegated responsibilities to 10 college and high school age employees. Selected by the Director to represent the commission in meetings, both alone and alongside superiors, to ensure the success of programs and maintain positive relationships with the partners of the commission.Performed any additional responsibilities as requested by the Director.Worked commission-sponsored events and programs as available on a part-time basis during the summers and breaks in college.

For two summers in college, I recruited, supervised and implemented training program for volunteers of all ages. Also delegated their responsibilities. Maintained logs of volunteer hours and child attendance for the site using Microsoft Access and Microsoft Excel.Recruited politicians, TV personalities and teachers as "Celebrity Guest Readers" for the children.As public relations representative, created press releases for media outlets including TV newscasts and newspapers to spread word about the program & created a weekly newsletter to keep parents updated on their child's summer activities.