Senior executive for the Neuroscience, Spine, and Sleep Medicine Institute across the continuum of care. Lead strategy and operations, including $245M P&L responsibility

In this position I served as the senior executive formulating strategic plans aimed at growth, regulation, quality, and safety for both service lines, comprised of 400+ providers and 2K+ team members. I established new governance structures and partnerships to guide operations across 130+ inpatient/outpatient locations within the region, representing a combined $850M P&L.

Directed business development, clinical operations, human resources, and physician relations across two physician practice plans and the academic enterprise with a total $40M P&L responsibility.

As an Internal Management Consultant, I was instrumental in developing and introducing a 5-year Primary Care Advanced Practice Provider strategic plan to improve patient access and the recruitment pipeline. I also developed and implemented a 3-year Emory Medicine at Grady Health System plan to promote collaboration in executing operations while conducting needs assessments in collaboration with Grady Health System leaders. My targeted Ophthalmology needs assessment optimized staffing while leading an Eye Center renovation and tele-retina diabetic screening program development with primary care and endocrinology. Moreover, I collected, defined, analyzed, and validated physician deployment across the Grady Health System for all 26 academic departments. My suggestions for clinical deployment and financial and productivity goal alignment proved to be effective. Below are notable contributions and achievements:• Promoted seven times and appointed at critical executive positions for evaluation, process improvements, and service line strategic growth.• Modified Ophthalmologic revenue cycle procedures, gaining 23% and 16% increase in charges and payments respectively within one year.• Launched new outpatient Urology clinic for $1.5M and implemented strategic plan to reduce average cycle time by 19% and increased visit volumes by 25%.• Employed new revenue cycle analytics and dashboard tool, resulting in 19% increase in provider productivity metrics and 15% reduction in net administrative costs.

In this position, I oversaw personnel in lab operations focused on gynecology and breast cancer research while ensuring compliance with standards. I also managed lab equipment and supplies, while coordinating project designs to execution.One of the most prominent contributions was:• First-authored two peer-reviewed scientific papers and provided assistance in writing and planning grants.

As a Philanthropic Manager, I monitored call shifts of 24 across a division of 200+ employees, conducting philanthropic outreach. In addition to hiring, interviewing, and onboarding new managers and staff, I also conducted quality audits and executed training to multiply donor recruitment and retention rates.Following are my key achievements in this role:• Successfully met and exceeded fundraising goal each year and raised over $3M.• Onboarded, trained, and empowered 75 new employees in full-phase operations.