Senior member of the Commercial Team responsible for strategic growth and brand integrity for the largest credentialing community in the U.S. with over 11,000 locations of care and 800,000 members. Direct report to CEO.• Improved NPS by 19 points in under 6 months while overseeing large healthcare system executive engagement and support and ensuring the voice of the customer was central to product development and marketing efforts.• Organizational leader addressing the emerging COVID-19 response across the system, including handling evolving and dynamic needs of our customers (we handled our normal annual contact volume in 4 months with the same staff) and rapid development and deployment of pandemic related analytics and reporting to address real-time customer needs. • Direct leadership of inside sales team, account management team, and implementation team.

• Delivered +5% of unbudgeted EBITDA by identifying project cost recovery opportunities and establishing project financial management and reporting systems. • Redefined and streamlined new center development processes – doubling number of centers opened annually and increasing national center locations by 70%.• Defined and implemented hospital system joint venture integration processes.• Established QA function.• Successfully staffed and delivered largest strategic enterprise-wide project in organization’s history.• Built PMO team including PMP and CSM project managers with20% of team promoted into other functional departments, voluntary turnover under 5%, and second highest department ratings on employee engagement survey.• Established the PMO and defined the services delivered through the PMO including enterprise strategic projects, highly complex and compliance-driven hospital joint venture IT system integrations, new center openings, resource demand planning, and project financial analytics / reporting.

• Direct report to system president, national operations leader for new facility developments (micro-hospitals and free-standing emergency departments) with focus on developing efficient processes and standard designs to decrease time from funding to opening.• Business lead for system-wide patient- and physician-facing care coordination program across 64 hospitals, and multi-million dollar annual budget. Oversaw all aspects of program including IT integration, vendor performance oversight and program legal and regulatory compliance.• Operations lead for 15+ service line co-management agreements focused on quality and efficiency improvements in cardiovascular, surgical, and other key services.• Direct project management leadership of digital transformation project to transition clinical contingency workforce vendor and vendor management technology system – involved hundreds of lead stakeholders and direct engagement and buy-in of 8 company vice presidents.

• Successfully organized and managed portfolio of projects balancing process optimizations, clinical initiatives and cost saving strategies that required deployment and change management across technology and business to 10,000+ stakeholders at a time • Designed and managed performance improvement system to improve 22 key performance indicators in clinical operations – first full year of implementation resulted in 27% improvement and achieving the maximum performance target on company Balanced Scorecard for the first time• Developed enterprise-wide prioritized project roadmap and scorecard for over 70 strategic projects in clinical operations to deliver results across the system in key value-driving areas.