• Led the enterprise-wide operations and services administration for healthcare organization. Responsibilities included: process improvements, cost reductions, operational efficiencies, facility management, budgets, project management, strategic planning, change management, business development, and IT.• Implemented new outsourced program dealing with testing and equipment that reduced cost but maintained quality. Results saved $1.5M. • Sought RFP from outside organizations to obtain new equipment as well as cost containment. Results saved $1.1M and secured $1.6M in new equipment at no cost to our company. • Developed a new nationwide emergency trauma program and led the initiative from conception through completion. Provided necessary life-saving medical care for trauma victims at point of injury continuing on to hospital. Results: new program dramatically improved victims’ survival rate. • Spearheaded a new group of Subject Matter Experts (SMEs) to review potential initiatives and determine if a specific project should be brought forward. Results improved morale, enhanced projects success, and delivered a larger ROI.

• Led a large division with staff of 140 employees in a six-hospital system, overseeing budgets of $275M. Responsibilities included: staff supervision, budgets, strategic planning, resource management, staff allocation, compliance, project management scheduling, workflow allocation, and cost containment.• Redesigned the testing system incorporating all testing into one centralization center. Results improved quality, increased efficiency, lowered staffing needs, and saved $5.6M.• Reviewed patient surveys and performance scores. Implemented new policies, procedures, processes and systems that raised scores above benchmark and won excellence awards. • Implemented innovative market growth strategies. Results increase marketshare.

• Developed and implemented new business development plan. Made sales calls and showed hospital administrators and doctors how to save money and maintain quality. Brought in multiple new client accounts adding $900+K.

• Led 300 employees in five departments. Responsibilities included: staff supervision, budgets, project management, process improvement, production, manufacturing, distribution, quality control, and testing. • Created new process flow that reduced staff arrival to departure times. Results saved $4.6M• Achieved profit margins of 9.8% in 2009 and 10.3% in 2010.

Oversaw all aspects of daily operations for a blood center which provided 250,000 blood products and lab services to 54 hospitals in South Carolina and North Georgia.