Scott Davis Email & Phone Number

Seattle, Bay Area, Arlington Va

Lead the Splice professional services division or OneWorkplace, providing program and project management for owner representation, construction project management, FF&E planning and integrated delivery, move-add-changes, design services, and more. We support clients from 10,000 to 10,000,000 square feet.

Seattle, Washington

I direct teams that provide professional services and consulting to clients related to furniture and equipment project planning, integrated project delivery, transition and change management, moves/adds/changes program management, FF&E sourcing and logistics, and more. We maintain programs on behalf of some of the largest organizations in the region. I personally manage complex customer relationships and oversee sales of product and services in the tens of millions of dollars in revenue.

Greater Seattle Area

OpenSquare is the largest office furnishings/services company in the NW with $70+ million in revenue and 180+ employees. I functioned as the intergration manager as we brought Bank and Office and BarclayDean together into a single whole. I utilized change management and project management methods to unite the two large and culturally different organizations. I also had line management responsibility over the Design and Sales Coordination departments and company wide responsibilities for quality assurance, customer satisfaction, process improvement, and systems integration.

TPCHD - A mid-sized, progressive public health department of 250 employees. At TPCHD I facilitated improvement and planning projects, advised managers and supervisors, and developed and delivered training in quality / performance management. Under a DOH CDC "Northwest Centers for Excellence" grant I provided similar services to other county and tribal health districts within Washington and beyond. Key accomplishments included a sustained two fold increase in Medicaid Match billings, a sustained doubling of food inspection rates, improvement to home visiting record keeping processes, development of on-line and classroom quality management training programs, among others. My work was acknowledged at TPCHD with the Best Team award in 2011, the Innovation Team Award and the Director's Award in 2012, as well as by the State of Washington Department of Health for a top team award for the NWC4E in 2011.

Atlas International, a subsidiary of Atlas World Group, is a $50 million household goods forwarder. My duties included:Responsible for all aspects of maintaining ISO registered quality system; Project Manager for corporate improvement and IT efforts, including development of custom logistics application, rate quote application and cost data base, document imaging system, full company data conversion, among others; Developed and facilitated corporate strategic goal setting process; Managed Process Improvement Coordinator and office clerk personnel. Reported to the President. Laid-off amidst historically poor move market.

B&OI is the largest office furniture services provider in the Northwest. It is a $60 million enterprise that sells office furniture and architectural products, provides office reconfiguration and moving, asset management, project management and other services. Hired to start their quality program, I steadily added responsibilities and roles. My roles at B&OI included:• Account Executive, B&OI, 2000 to 2002Responsible for sales, customer service, and account team management for large East Side customers; Booked and serviced $9 million in sales revenue over a 12 month period; Established quote, order and payment processes to meet mutual needs of clients and B&OI; Provided consultation on product options and standards; Managed team of eight operational, administrative, and design personnel. • Asst. Vice President, Quality Management and Order Administration, B&OI, 1997 to 2000Responsible for driving process improvement in all aspects of business; Ran weekly managers’ meeting; Managed 20+ individuals involved in customer service, sales support and order administration; Performed departmental budgeting and oversight of corporate P&L; Designed and delivered quality and service training. Key accomplishments included: Designing and implementing an intranet-based “balanced scorecard” of business indicators; reducing cycle time of major aspects of order fulfillment process; implementing a working “change-order” process; standardizing and documenting on intranet all procedures related to order fulfillment; developing and coordinating training for all job categories; creating standardized tests to evaluate employee knowledge of critical business practices and procedures; I organized all programs and efforts necessary to win the Steelcase “Exemplary Performance Award” – one of a handful of dealerships of 400+ in the country to be so honored by this “Baldridge”-style award.Reported to the President.

During my time there, Kaiser Permanente NW was a nearly 7,000-employee health plan including two hospitals, dozens of clinics, and an administrative headquarters. I was promoted within two years. I left due to my spouse’s job transfer to Seattle. • Director, Quality Improvement, 1995-1996, Kaiser Permanente Dental ProgramResponsible for coordinating all quality improvement activities and accreditation tasks, as well as internal consulting to twelve clinics and two support departments. Key Accomplishments: Led the Dental Program’s Strategic Market Assessment team, which included surveys and interviews of employers, brokers and consumers, as well as detailed cost and competitor analysis; Facilitated variety of CQI projects on topics including re-engineering of the Program’s Scheduling and Appointing process, shortening the cycle time of chart delivery, and others; Developed and conducted training sessions on team building, process improvement, and systems analysis; supported routine measurement and reporting of clinical and administrative processes. Reported to the Program Administrator. • CQI Educator & Facilitator, 1993- 1995, Kaiser Permanente’s Northwest Region, Portland, OR. Responsible for developing and delivering training programs in support of Continuous Quality Improvement and facilitating Regional improvement projects. Key Accomplishments: Co-developed Region-wide communication program designed to align all 6,800 employees and clinicians with the need for change and the Region’s strategic goals; Co-developed CQI project leader/facilitator training course; Led the development of a CQI Awareness program for front-line supervisors, as well as Measurement and Data Analysis courses; Facilitated CQI projects on topics including improving medical office productivity and Prostate Cancer Screening, among others. Reported to the Director of Planning and Development.

HCHP, at the time the largest HMO in New England, was a pioneer in the application of advanced quality management methods and tools to healthcare. I was privileged to be there as they spawned their quality program. Starting as a project manager fresh out of graduate school, I ended as a senior internal consultant. My duties included: Responsible for advising organizational units (including four health centers, Information Services Division, Real Estate Development Division, Marketing Division) in implementing Total Quality Management; facilitating corporate level projects; developing and delivering TQM education programs. Key Accomplishments: Facilitated successful quality management projects dealing with subjects ranging from clinical issues such as Pediatric ER Utilization and Cholesterol Management, to service issues such as Member Appeals and Phone Access, to business issues such as Corporate Space Planning and New Product Development; developed a variety of training programs to serve all levels of staff and clinicians; developed the process and supports for HCHP’s Strategic Quality Goals deployment process. Reported to the Vice President of Quality Management.

Ba, Political Science/Economics

Political Economy