Spencer Way, Mba Email & Phone Number

Denver, Co, Us

Denver, Colorado, United States

Operations leader responsible for driving transformation initiatives with executives from 15 hospitals, supply chain, revenue cycle, physician group, and ambulatory divisions to achieve $100M impact. Led implementation and impact realization of all operational initiatives. • Reduced Geometric Mean Length of Stay index by 11% which achieved savings of $5.8M, equivalent to 32K+ reduction in patient days• Reduced the Left Without Being Seen (LWBS) rate in Emergency Departments by 52%, resulted in $5.4M in savings and 11K+ additional patients receiving care• Launched program to connect Emergency, Urgent Care, and Virtual Urgent Care patients to follow-up care which increased revenue by $3.2M and supported 8K+ patients’ scheduling needs• Revamped Observation Stay management to increase the accuracy of patient status saving $5.5M and achieved correct status for 1K+ patients • Developed and implemented linen conservation initiative in conjunction with region nursing leadership and facility executives which reduced linen costs by $400K• Standardized perioperative services governance, KPIs, and led reporting for performance indicators • Oversaw and consulted on all Transformation Office initiatives to ensure successful transition from ideation to value realization including development of governance, impact analyses, impact tracking calculators, and KPI identification/benchmark and supporting dashboard development• Led innovative design work to improve organizational ability to target cost reduction based on variation by provider, surgeon, and DRG across perioperative, emergency, and acute care services

Denver, Colorado, United States

Member of the Senior leadership team responsible for strategic planning, operational governance, and communication for Board of Directors, Senior Executive Committee, and facility C-suites. • Led Access and Care Coordination initiatives in inpatient and ambulatory care which achieved $400M revenue impact• Developed and deployed remote work policy covering 20K+ employees across 270+ care facilities• Coordinated region staffing summits at 14 hospitals which engaged frontline nursing in staffing design and implementation• Facilitated key operational governance for senior leadership through bi-monthly strategy meetings, senior cabinet meetings, Board, and the Senior Executive Committee comprised of organization’s 60 most senior leaders

Swedish And Rose Medical Centers

Led hospitalist group of 55 providers at Swedish and Rose Medical Centers ensuring high physician satisfaction, quality patient care, and engagement in throughput and revenue capture improvement. • Led both facilities through discontinuation of employment and onboarded with new, external management firm• Onboarded 20 new or locum tenens providers which stabilized program and covered 400+ shifts • Implemented provider onboarding program, led multidisciplinary rounds, and supported acute care throughput

Littleton Adventist Hospital

Led facility operations across procedural, acute, and emergency departments to achieve budget expectations, growth targets, and maintain operational readiness in the height of the pandemic. • Led COVID-19 response for all procedural areas as chair of the Multidisciplinary Procedure Review Committee which reviewed capacity for over 2K procedures in alignment with state and federal guidelines and preserved access to care for 400+ patients at risk of cancellation• Directed the Neurosciences and Gastroenterology service lines’ operations, strategy, and growth including management of over 30 physicians and 20 staff in the GI, surgical scheduling, and neurosciences departments• Led service line business development and strategy for Women’s, Robotics, Orthopedics, Neuro, and General Surgery

Littleton Adventist Hospital

Led perioperative services with a focus on throughput, productivity, and service line growth. • Developed a block management process and policy which increased utilization by over 50%• Addressed workflows which led to 10% increase in on time starts and 100% productivity in 5 departments• Onboarded 20+ surgeons which resulted in above budget performance in GI, Orthopedics, and Urology• Managed capital budget of $10M+ and oversaw strategic prioritization of hospital capital spend• Managed team of OR schedulers responsible for scheduling 5K+ procedures annually

Porter Adventist Hospital, Denver

Interim Clinic Leader for Timberview Clinic at Parker and Internal Medicine Centura Health Physician Group• Managed a staff of 15 to support 8 providers and hired 3 medical assistants Interim Dyad Partner for Concierge Medicine• Partnered with Medical Director to develop proforma and business plan for concierge medicineEpic Implementation Agency Team Leader• Hired and managed a team of 14 agency staff to perform data preloading and abstracting for Epic implementationInterim Epic Operations Liaison• Designed and deployed Epic Implementation Leader Guide for Wave 2 clinics in multiple regionsInterim Provider Onboarding Coordinator CHPG• Redesigned provider onboarding process including development of provider onboarding manual

Dallas/Fort Worth Area

• Shadowed 38 directors, wrote weekly report and utilized information in projects and meeting participation• Active committee member for the Emergency Department Performance Improvement Taskforce• Researched the ¡Por Vida! healthy menu initiative in San Antonio and presented to a community health coalition

Master Of Business Administration (M.B.A.), Health/Health Care Administration/Management

Bachelor Of Science (B.S.), Business Administration Emphases In Finance And Management

Minor, Italian Language