• Working to improve patient flow, decrease LOS, and increase hospital throughput. • Revamping interdisciplinary rounds, afternoon rounds, and weekend huddles. • Helping units predict expected day of discharge, complex discharge rounds on medicine floor pilot

Led initiatives to achieve quality, discharge, and patient outcome targets at unit level in collaboration with operations, quality, and provider teams. Attended meetings with Nursing Director and social work team to strengthen patient advocacy; participated in daily interdisciplinary rounds and tiered huddles. Established documentation standards and protocols in partnership with physicians and staff. Mentored medical teams in partnership with Chief of Service and Chair. Partnered with department QA Chair and other stakeholders on quality assurance initiatives and monitoring. Led implementations of new technologies. Served as key point of communication for all unit-based clinical issues. Provided primary medical care to 15-18 patients per day.Antibiotic Stewardship• Led antibiotic stewardship efforts; collaborated with infectious disease experts to reduce reliance on antibiotics and educate residents on timing and need. • Oversaw formal study to identify optimal length of antibiotic treatment; documented distinct improvements in non-control group. Results were published in peer-reviewed journal. • Reduced duration of antibiotic therapy from 4 to 3 days, saving over $80,000 in antibiotic costs. Key Contributions• Forged partnership with Calvary hospice organization to improve hospice bed capacity. • Served as key member of Quality Improvement and Patient Safety Committee; oversaw quality care improvement initiatives and strengthened communication on medical units. • Served as Barrier Reduction Team Member, playing key role in decreasing ED length of stay . • Reduced admittance time from emergency room from 2.7 to 1.6 hours, leveraging interdisciplinary approach and standardizing documentation.

Invited to lead discussions at grand rounds at various academic medical centers around the country. At these invited talks, I discuss discrimination in the health care system with the goal to conduct research on discrimination in the hospital and to help change the culture through policies and other interventions that address discrimination at my own hospital, as well as hospitals across the country.• Healthcare Association of New York State Antibiotic Stewardship Collaborative Webinar• Invited Speaker, ACMA National Conference, Chicago, Illinois & Seattle Washington• Ignite Session, Professional Development Conference, Chicago, Illinois• Frequent Invitations to Perform Grand Rounds at Hospitals Nationwide.

Promoted to lead clinical care, operations, education, and improvement initiatives for world-class 185-bed hospital with budget of $21 million per year and annual volume of 42,000 emergency visits and 12,000 admissions, as well as separate office space with over 20,000 clinic visits per year. Oversee all divisions of medicine and education; routinely make high-stakes and high-visibility decisions to enhance patient outcomes. Actively coordinate with COO, CMO, CNO, and CQO to implement campus-wide improvement strategies. Operational & Administrative Excellence• Served on Emergency Medicine and Internal Medicine Admissions Pathway Committee to standardize pathways for pneumonia, syncope, and cellulitis admissions. • Restructured review process for quality cases. • Served as Quality Committee Chair. • Hiring critical C-level and executive leadership staff. Relationship-Building• Successfully implemented improvement strategies to strengthen communication channels between Lower Manhattan Hospital and Weill Cornell campus. • Cultivated support among C-level leadership and division chiefs to implement ambitious new programs .• Launched and generated C-level buy-in for outreach initiative to identify healthcare iniquities within local community and reallocate resources to meet community needs. Educational Support• Supported highly-regarded medical student educational programs; conducted rounds with students; established health equity and ethics elective; and increased program size 3-fold.• Established coaching and mentorship program for women and minorities in medicine; hosted quarterly meet-and-greet connecting new practitioners and students with mentors. • Promoted to Associate Professor of Clinical Medicine for outstanding contribution to highly- regarded medical school education program.

COVID-19 Response• Built world-class unit providing multidisciplinary, comprehensive treatment model for recovering COVID-19 patients, marshalling medicine, rehabilitation, and neuro-psychological resources. • Forged strong relationships with other local hospitals to transfer non-COVID patients during pandemic to increase Weill Cornell capacity; transferred 107 patients within 1 month.• Built robust network of partner hospitals, Javits Center field hospital, hospice facilities, skilled nursing facilities, and sub-acute rehabs to boost hospital capacity. • Oversaw comprehensive reorganization of hospital physical space, tripling capacity of ICU and minimizing transmission of highly contagious airborne virus. • Redesigned workflows and policies to facilitate COVID-19 transfers from satellite hospitals to quaternary academic medical centers to ensure optimal use of resources.• Established step-down tracheostomy care unit to match high-volume surge in post-tracheostomy patients needing rehabilitative care, leveraging geolocation technologies to improve recovery.

Promoted to serve as primary point of communication for operational efficiency and patient throughput at Weill Cornell campus in New York City. Partnered with 5 medical groups and 6 subgroups on mission-critical pilot projects spanning PT / OT recommendations, timeliness of procedures, imaging, lab services and consults; isolation barriers; and improved communication between providers, patients, and families. Led afternoon and weekend huddle meetings to review morning rounds, scheduled discharges, and potential barriers. Assisted units and teams to prepare for discharge and minimize delays. Served as 1st line of response for patient flow, capacity building and reorganization during COVID-19 pandemic. Conducted weekly meetings with unit medical directors and C-level stakeholders to monitor patient flow; identify barriers; and optimize allocation of resources. Served as member of hiring committee for leadership positions and healthcare staff. Patient Outcome, Throughput & Discharge Improvements• Reviewed and led multidisciplinary effort to reduce cases by 50% and increased discharges to acute rehab from 60% to 86%. • Decreased physical therapy consult orders and reduced orders from 6,800 to 6,100, • Increase discharges before noon by 50% and weekend discharges 30%.• Implemented measures to reduce average length of stay from 1.37 to 1.03 facility-wide.Technical Advancements• Introduced geo-location strategies with multidisciplinary teams to improve patient experience, throughput, and quality of care.• Partnered with AI platform developer Qventus to leverage Machine Learning Anti-Discrimination Initiatives• Partnered with Chief Respect Officer of New York-Presbyterian to address discrimination and abuse toward providers and staff in healthcare settings. • Traveled nationwide to deliver grand round talks to address discrimination • Developed anti-discrimination policy