Healthcare delivery transformation advisory and strategic planning support for US Navy medical readiness for Hawaii, Guam, and the Pacific Submarine fleet

Helping organizations bridge the gap between strategy and execution by building real ecosystems of innovation and improvement. • Independent consulting services and transformation advisory support for national and international health systems and health tech companies. o Healthcare industry advisor for one of the largest private equity firms in the worldo Innovation advisory support for startups focused on healthcare 3D printing, VR/AR/MR-based training applications, and smart clothingo Process/ technology transformation consulting for one of the fastest growing primary care health networks in the U.S.o IT platform and software performance requirement gathering, sourcing, implementation, adoption and optimizationo Pro bono consulting support for not-for-profit organizations across the US and Australia o Jewish Museum of Australia: Strategic assessments and organizational capability analysis

Providing industry expertise and insight to help inform global private equity investment and merger/acquisition strategies

o Partnered with DefenceSA and SA Health to develop an innovation challenge for Gravity 02 (Leveraging geospatial intelligence to identify and mitigate pandemic outbreaks).o Provided strategic consulting and business development support for clinician innovators/entrepreneurs as well as HealthTech startups at Lot 14 and Tonsley Innovation District. Guest lecturer at Flinders University (Data-driven innovation and clinical quality). Keynote speaker (Australasian Institute of Digital Health)o Judge and sponsor lead for South Australia’s first National Innovation Games event to challenge cross-organizational teams from over 45 government agencies, universities, corporations, and research institutes to develop health solutions to improve virtual care delivery for 1.8 million South Australians.o Charter member of statewide COVID-19 Innovation, Research & Development Coordinating Group to identify and enable solutions to minimize the spread and impact of the novel Coronavirus.o Build system capability and deliver programs to foster the development of innovation infrastructure across the South Australia health system (including >40k employees, 70+ hospitals, and hundreds of subacute facilities) in partnership with private providers, universities, research institutes, and other non-governmental organizations. o Developed and deployed prioritization matrix to focus resources on strategically aligned initiatives. Initiated system-wide Innovation & Collaboration hub to crowdsource new product & service development.

Helping support some of the bravest kids in Australia (mostly by telling lame jokes in my funny American accent).

Drive transformation of the Oncology operating model (people, process, platform) through innovation and Service of the Future initiatives.Led integration workstream for national and international acquisitions. Developed assessment matrices to identify process, capability, and system performance gaps during due diligence. Created and executed post-acquisition integration plans.Establish a continuous state of audit readiness for all local, state and national quality requirements.Lead the development and sustainability of a transformational culture of continuous improvement across Oncology Australia to make us the premier Lean Healthcare organization in the country.Create systems and capabilities to effectively and efficiently achieve strategic Service of the Future objectives and milestones.

Support business development (organic and new client growth), solution delivery, portfolio management, and relationship management for enterprise-wide OpEx consulting engagements. Partnered with Marketing to develop SCM strategy in support of service offering re-launch. Partner with Clinical consulting leadership to develop hospital and healthcare Process Excellence solution delivery strategies to support improvement/transformation in physician engagement, patient satisfaction, clinical pathways improvement, HEDIS, Health Information Management Systems, data integration, and process flow. Build enterprise-wide People/Process/Technology capabilities (including RPA/BPA solutions) to enable strategic planning and sustainable execution. Enable ERP implementation and optimization.

Built a team of ten Black Belts and Master Black Belts (including three registered nurses) providing consulting and Operational Excellence deployment support for a national integrated oncology hospital system. Broadened service delivery from tactical training and facilitation to the development of a strategic Lean Daily Management capability aligned with enterprise strategic objectives.Developed and deployed an organizational Operational Excellence Capability Assessment to measure program maturity and service penetration. The quantitative assessment measures organizational capability across a spectrum of performance criteria including Strategic Planning, Project Selection, Data Infrastructure, Leadership, Project Execution, and Culture.

Led the deployment of a regional Lean Six Sigma program which integrated continuous improvement initiatives across 15 facilities throughout KP’s Ohio region. Deployment plan included the identification, strategic alignment, scoping, and prioritization of improvement opportunities in commercial & Medicare health plans, clinical treatment pathways, patient safety, and regulatory compliance. Introduced process for selecting proper process improvement methodology (RIM, DMAIC, Kaizen, PDSA, DfSS, 6S) and resource allocation strategy based on process maturity and complexity.Performed regression analysis via Minitab to quantify the impact of appointment access and utilization management on member/patient satisfaction. Performed Value Stream Mapping & analysis of appointment making process, end-to-end patient primary care experience, and Obstetrics processes. Developed multi-generational project plan to improve end-to-end Internal Medicine & Family practice care experience. Leveraged member Likelihood of Hospitalization metric to quantify panel disease burden and clinical outcome effectiveness.Managed team of two Black Belts tasked with driving results in clinical quality, member service and utilization management. Supported lean & six sigma projects for readmit rate reduction, specialty care access improvement, pharmacy wait time reduction, and Rx fill accuracy.

Providing tactical and strategic support for our client's Lean Six Sigma deployment at NASA's Glenn Research Center and across the agency.Lead Facilitator for Transition Technology to Flight team (focused of compressing the research timeline to get from theoretical concept to applied science on an aircraft or spacecraft).Supported GRC's Lean Six Sigma deployment. Developed five-year deployment plan & maturity model, LSS candidate selection tool, project selection / prioritization matrix, and continuing training plans. Facilitated Black Belt forums, LSS Lunch & Learns and center-wide Kaizen events.Developed strategic partnerships with Operational Excellence leadership at Northeast Ohio organizations (Key Bank, Federal Reserve Bank & Akron Children’s Hospital) for benchmarking and best practice sharing.

Lead Black Belt for division-wide Lean Six Sigma deployment. Assisted in the development of tactical and strategic plans to ensure program success including maturity models, service trees, change management plans and Hoshin Kanri project pipeline creation. Strategic projects resulted in division budget 15% under forecast for 2009. Mentored 16 Green Belts & 2 Black Belts.Managed staff of 6-9 Quality Analysts including one Black Belt & five Green Belts. Focused on team and individual development. Established professional development plans which resulted in the promotion of two analysts into leadership roles.Facilitated Green Belt & Yellow Belt training, Quality Management System lunch & learns, and New Hire Operational Excellence training including pre-training assessments, Lickert Scale-based satisfaction surveys & training effectiveness validation. Created Project Selection tool which prioritizes GB/BB projects based on ten critical success factors.

Implemented 8D methodology to resolve internal & external regulatory compliance issues. Increased on-time issue resolution by 50% and eliminated repeat findings. Improved organizational readiness as measured by three consecutive “Fully Satisfactory” internal/external audits.Developed comprehensive process documentation program including operating instructions, linked process maps & screen shots, KPI identification, and validation & testing plans.

Lead Black Belt and on-site Six Sigma Project Manager for three Weight Variation Reduction projects for a major drywall manufacturing corporation. Led cross-functional team consisting of Rockwell engineers, plant personnel, third party consultants and OEM representatives to reduce weight variation. Utilized SigView for fast fourier transformation to identify & quantify mechanical process variation. Conducted tollgate reviews with executive-level customer staff. Coordinated Lean Manufacturing for production and non-production groups. Utilized Kaizen, Six Sigma, 5S, TPS & Quick Response among others.Utilized Minitab, Sigma Excel & Visio.Devised & implemented Quality Management policies, procedures and standards. Drove process refinements which greatly increased quality and productivity as seen from metrics and customer feedback. Realized improvements in production quality and supplier quality from 2001-2008. Conducted executive level QMS reviews.Created best practice training program including schedule, matrix and syllabus. Developed Lunch & Learn Training and New-Hire Orientation /Assessment Programs to minimize training time and expense. Lead Internal Auditor for ISO9000 and ISO14000 standards.

USS Atlanta