Major accomplishments to date include deployment of daily cascading huddles across all inpatient and ambulatory sites and teams; implementation of new strategic deployment model; development of enhanced processes for program reviews, strategic planning, and interdepartmental collaboration; organizational champion for ongoing HRO rollout.

Lead engagements with healthcare clients ranging from major academic healthsystems to municipalities. Standard engagements involved development of 10-year master space and growth plans, leading to recommendations for how many key spaces (e.g. inpatient beds, operating rooms, exam rooms, emergency department bays, procedural rooms, and many more) an organization will need in order to meet projected growth and volumes. Engage with leaders from the C-Suite to individual departments in all clinical and non-clinical areas. Connect clients with HOK leaders who can help design and build cutting edge, sustainable buildings to meet their space needs. Additional projects undertaken include engagements focused on operational improvements, throughput improvements, feasibility studies, etc.

Independent consultant providing advisory, implementation, and training services within the healthcare industry. Example projects include:- Budget development- Business case development- Business process redesign- Clinical quality improvement initiatives- Design & development of dashboards & scorecards- Design of incentive programs- Forecasting models for expenses & volumes- Lean Management Systems

Oversaw day-to-day activities related to budgets and expenses for 4 residential care facilities located across North Carolina and Virginia. Implemented several operational improvements across the enterprise, including a new process for recording and reporting expenses, new processes for concurrent review of spending across the enterprise by the controller, simplification of the income reconciliation process to ensure enhanced Medicaid compliance. Audited critical records and processes to ensure compliance with Medicare/Medicaid/State law. Compiled pro forma projections and proposals for successful acquisitions of 2 facilities over the span of 24 months. Served as trusted senior adviser to CEO on operations and general business activities. Oversees all aspects of financial health and performance of the organization, while identifying and resolving opportunities for both process and financial improvement.

- Fundraising Committee- Quality and Safety Committee

Coordinated initiatives aimed at reducing harm and readmissions across 270 hospitals and healthsystems nationwide. Worked with local stakeholders from the C-Suite to the bedside to identify and prioritize improvement opportunities among 27 metrics across 11 areas of harm using complex data from many sources. Utilized data to identify top performers and spread best practice among program participants, including chartering projects, leading project teams, advising project teams, monitoring progress, and addressing barriers. Provided performance improvement training to stakeholders across all levels of healthcare organizations, including development of curriculum, delivery of course material, and coaching through completion. Developed user-facing data reports as well as progress reports for CMS, not only for primary focus areas, but also for special projects assigned by CMS: Person and Family Engagement, Health Equity, Cybersecurity. Program resulted in $1.5B costs averted & reduction of over 115K adverse events for participants during 3-year program.

Developed multiple levels of Six Sigma curriculum (yellowbelt, greenbelt) for courses ranging from 2 to 5-day sessions and participated in recruiting students and delivering training sessions. Coached Six Sigma participants from training through certification, including participation on project teams across clinical and operational enterprise. Provided final signoff for Six Sigma students to obtain certification. Lead implementation of projects critical to achieving healthsystem quality goals such as failure to rescue, ambulatory clinic throughput, length of stay, hospital-acquired infections, and clinical quality outcomes.

Lead multidisciplinary projects focused on improving clinical quality throughout the enterprise. Focus areas covered included Sepsis, surgical quality improvements (e.g. Enhanced Recovery After Surgery), length of stay, readmissions, hospital acquired infections. Implemented projects across most hospital departments, including Pharmacy, Radiology, Labs, Respiratory Therapy, Critical Care, Hem-Onc, Emergency Department, Environmental Services, Pediatrics, C-Suite. Participated in standing up enterprise patient safety program, building governance structure from the ground up, resulting in best practice patient safety activities across the enterprise. Sat on several high-level hospital committees, including Patient Safety and Adverse Events, Safety Event Classification, Quality Council, Infection Prevention Council, Sepsis Committee (co-chair). Participated in system-wide go-live of EPIC, including workbench reporting and improvements to flowsheets and order sets. Among other outcomes, led design & implementation of nationally- recognized, novel approach to identifying & treating Sepsis, reducing Sepsis mortality index by 57% in less than 24 months.

Assigned to clinical operations project at major academic medical center in upper-Midwest. Implemented proprietary initiatives in 3 primary areas: daily multidisciplinary rounding on all wards, restructuring of case management/social work department and workflows, and restructuring of patient placement activities. Implemented proprietary patient throughput software, including building databases, building reports, analyzing reports, providing feedback to hospital leaders, and training stakeholders on using the program. Reduced average length of stay & variation in length of stay resulting in national recognition for hospital and sustained performance below industry benchmarks.

Managed all aspects of non-pharmaceutical supply chain (including OTCs) for 120-bed SNF specializing in caring for ailing veterans with dementia. In collaboration with the appropriate stakeholders, conducted vendor selection, product selection, order placement, inventory, stocking, and continuous improvement. Conducted Lean redesign of all supply areas, implementing visual management to reduce variation, improve user-friendliness, and reducing expiry by 50%. Managed relationships with all non-primary care providers for all patients, resulting in reduction in variation as well as improved patient satisfaction. Contracted with local ophthalmologist to implement on-site eye clinic, eliminating 95% of external eye appointments, reducing costs, and improving satisfaction. Wrote business plan which resulted in funding for purchase of new handicapped-accessible van, reducing fuel spending (we had previously used a 20-passenger minibus for all patient transport) and enabling growth of pool of potential drivers. Recipient of Maine Long Term Care Ombudsmans Excellence in Long Term Care Award, 2008.

Provided care for patients in all settings, including hospital, skilled nursing facility, acute rehab, residential care, and in the home. Specialized in caring for cases perceived as difficult, including end of life, complex conditions, children, and challenging personalities.