Independent consultancy supporting organizational change and achieving superior performance results - focus in health care industry

Independent consultancy was my primary occupation from 2000 - 2006, and again from 2011 to present. During those periods I worked across the United States and in Canada with primarily health care organizations focused on improving performance across all management and leadership systems and results (Baldrige work) or in specific, focused areas of process improvement. I coordinated a network of hospitals working together to deploy LEAN into their operations during the early 2000s, and… Show more Independent consultancy was my primary occupation from 2000 - 2006, and again from 2011 to present. During those periods I worked across the United States and in Canada with primarily health care organizations focused on improving performance across all management and leadership systems and results (Baldrige work) or in specific, focused areas of process improvement. I coordinated a network of hospitals working together to deploy LEAN into their operations during the early 2000s, and facilitated projects at both member and non-member facilities, supported strategic planning efforts and strengthened workforce approaches. Show less

First year as examiner - 1999; Senior from 2000 - 2005, during which I led 2 site visits, 1 to a recipient; and was back-up team leader for another recipient. Moved to alumni status in 2006, and accepted 4 year membership on the Colorado Performance Excellence (now Rocky Mountain Performance Excellence) panel of judges. After completing that term I continue to lead teams for RMPEx.

Joined Navigant as a Director upon the sale of a company for which I did contract work; shifted from employee to independent contractor in August, 2016, but maintained my role as key lead for several clients (one in LA and another in the Boston area), and led change management work for a regional system in the Las Vegas, Nv market. I remain an IC for Navigant, though currently have no engagements through them.

Organizational performance improvement through using the Baldrige Criteria for Performance Excellence as a framework for change.

Based in Denver, I worked with hospitals throughout the Rocky Mountains and contiguous areas (Washington, Idaho, Montana, Wyoming, Nebraska, Colorado and New Mexico) on improving leadership, clinical quality, safety and patient service performance

During my tenure I had responsibility for strategic and operational planning, marketing, philanthropy, information services and, in collaboration with the CMO, quality and performance improvement.

During my tenure we developed a true system of care, increasing integration of operating units which included acute care, long-term care, home care, physician practices, psych/substance abuse inpatient and outpatient services and both a commercial and medicare HMO. I had responsibility for planning, marketing, philanthropy and performance improvement across the system.

As VP Marketing for this large system I was responsible for effectively positioning for growth in volume and revenue.

In this capacity I served as planning analyst and facilitator for hospitals owned by AMI, the 2nd largest investor-owned hospital company of the time. My 55 hospitals were located in Texas, Louisiana, Arkansas, Missouri and Oklahoma.