Leading large scale transformation efforts for some of our nations best hospitals focusing on a variety of strategic imperatives including:+ establishing a strategically aligned roadmap for transformation efforts leveraging data-driven and technology enabled approaches+ aligning an improvement roadmap with key drivers for clear links to improving margin, quality, patient and caregiver satisfaction, and other vital outcomes+ creating a governance structure to promote… Show more Leading large scale transformation efforts for some of our nations best hospitals focusing on a variety of strategic imperatives including:+ establishing a strategically aligned roadmap for transformation efforts leveraging data-driven and technology enabled approaches+ aligning an improvement roadmap with key drivers for clear links to improving margin, quality, patient and caregiver satisfaction, and other vital outcomes+ creating a governance structure to promote progress, executive engagement, a culture of accountability, and a framework for sustainability + leading improvement efforts across the full spectrum of acute services from portals of entry (emergency department, periop) through inpatient and observation care to effecting seamless transitions of care, all focused on improving quality outcomes and highly efficient clinical operations Show less

Change agent leading continuous improvement and strategic vision at multiple regional hospitals by leveraging the synergies of the Theory of Constraints, Lean, and Six Sigma (TLS). Driving employee owned, patient focused improvements in multiple components of the healthcare delivery model including: Emergency Departments, Operating Rooms, Business Processes, In-Patient Length of Stay management, Acute In-Patient Rehabilitation Units, an Outpatient Sleep Lab, and others. - Key… Show more Change agent leading continuous improvement and strategic vision at multiple regional hospitals by leveraging the synergies of the Theory of Constraints, Lean, and Six Sigma (TLS). Driving employee owned, patient focused improvements in multiple components of the healthcare delivery model including: Emergency Departments, Operating Rooms, Business Processes, In-Patient Length of Stay management, Acute In-Patient Rehabilitation Units, an Outpatient Sleep Lab, and others. - Key participant in development of strategic vision for market including facilitating strategic conversations with senior leaders, development of strategy, and presentation of strategy to the highest levels of leadership for the organization.- Improved surgeon satisfaction and ease of scheduling through statistical analysis and improvements as well as standardized operating theater setup through visual management.- Improved patient safety and quality of care as well as physician and employee satisfaction through focused improvements in surgical and endoscopic service front-end processes - Facilitate effective leader coaching for area leaders- Improved patient experience through real-time surgical updates available worldwide- Facilitated numerous kaizen events at multiple facilities, consulted on multiple projects- Report to Market President and provide regular updates to Board of Trustees- Provide introductory Lean education to all new employees and resident physicians.- Coach and mentor market leaders in day to day operations Show less

Danville Regional Medical Center is a community medical facility and Duke Medicine Quality Affiliate where I lead DRMC’s Lean Journey by cultivating a Lean culture and promoting the methods and tools of Lean, Six Sigma, and Theory of Constraints. - Realized 67% reduction in Emergency Department wait times and 90% reduction in patients leaving before being seen through Kaizen event, lean implementation, and proven sustainability measures- Implemented Waste Walks to promote lean thinking… Show more Danville Regional Medical Center is a community medical facility and Duke Medicine Quality Affiliate where I lead DRMC’s Lean Journey by cultivating a Lean culture and promoting the methods and tools of Lean, Six Sigma, and Theory of Constraints. - Realized 67% reduction in Emergency Department wait times and 90% reduction in patients leaving before being seen through Kaizen event, lean implementation, and proven sustainability measures- Implemented Waste Walks to promote lean thinking among DRMC’s Leadership Council- Engage employees to promote idea generation and execution- Improved early discharges (physician orders) from 30% before noon to >50% before noon- Facilitated Kaizen events, 5S improvements at DRMC and proximal sister facilities- Promote data-driven culture through improved use of and response to metrics- Applied Standard Work techniques to implement standardized patient care dialog among an interdisciplinary team including case managers, social workers, dietitians, hospice, home health, physical/occupational/speech therapy, and others. Show less

Improved departmental accountability and ownership of metric-based performance measures; charged with being a change-agent through innovative reporting, root cause analysis, and engineering creative solutions whether procedural or systems-based.- Developed from the ground up a multi-department KPI report that reflects key metrics and adherence to targets- Engineered validation software to facilitate migration of procurement systems- Developed nightly reporting to identify exceptions… Show more Improved departmental accountability and ownership of metric-based performance measures; charged with being a change-agent through innovative reporting, root cause analysis, and engineering creative solutions whether procedural or systems-based.- Developed from the ground up a multi-department KPI report that reflects key metrics and adherence to targets- Engineered validation software to facilitate migration of procurement systems- Developed nightly reporting to identify exceptions between two procurement systems- Established reporting mechanisms and databases for a wide variety of departments and processes Show less

Aon Hewitt (2009 – 2011), a human capital consulting and outsourcing firm, serves more than half of the Fortune 500 in over 90 countries with over $4.3 billion dollars of annual revenue. Responsible for driving client satisfaction and perceived quality through process improvements focused on reducing errors and improving overall efficiency and flexibility. Manage multiple processes and coordinate domestic and international resources. Manage relationships across multiple… Show more Aon Hewitt (2009 – 2011), a human capital consulting and outsourcing firm, serves more than half of the Fortune 500 in over 90 countries with over $4.3 billion dollars of annual revenue. Responsible for driving client satisfaction and perceived quality through process improvements focused on reducing errors and improving overall efficiency and flexibility. Manage multiple processes and coordinate domestic and international resources. Manage relationships across multiple vendors.- Increased customer satisfaction by shortening customer request lead time from 3 days to minutes through implementation of paperless fax routing, saving over $45,000 annually.- Improved managerial awareness of key measures through introduction of process status notifications by leveraging Visual Basic for Applications with Microsoft Access and Outlook- Reduced error rates on data transmission of over 40,000 records from over 3% to less than 1%, saving over $40,000 annually in recaptured capacity Show less

GMAC Insurance (2006 – 2009) is a national leader in automotive insurance with over 1 million policies in force. Operations Supervisor II, Winston Salem, NC (2008 – 2009), Managed quality program for over 100 employees and business processes of staff in North Carolina, Missouri, and Cebu Philippines; Reduced department budget from $3.5 million to $3.2 million in the first year.- Developed and implemented employee-level productivity model with daily staffing and resource… Show more GMAC Insurance (2006 – 2009) is a national leader in automotive insurance with over 1 million policies in force. Operations Supervisor II, Winston Salem, NC (2008 – 2009), Managed quality program for over 100 employees and business processes of staff in North Carolina, Missouri, and Cebu Philippines; Reduced department budget from $3.5 million to $3.2 million in the first year.- Developed and implemented employee-level productivity model with daily staffing and resource allocation- Managed communications aspect of vendor selection and negotiation process for outsourcing initiative- Implemented division dashboard tied to corporate objectives (VBA, Access, Excel, Outlook, ASP, JavaScript)- Introduced application of control and run charts to manage and reduce process variation and lead time.- Developed and implemented employee and process level metrics for quality, efficiency, and processing service level- Conducted vendor training onsite in Cebu, Philippines for two monthsOperations Supervisor I, Winston Salem, NC (2006 – 2008), Responsible for management of 18 direct reports, ensuring quality and timely processing of over 3 million transactions per year; Delivered innovations that improved employee satisfaction, customer satisfaction, and realized significant expense reductions. Show less