Responsible for administration of business practices to create efficiencies, driving net operating profit within the Quality Alliance. Responsible for the strategic management programs, huddle programs, vendor management (~$14M annual expenditure), space management, equipment management (~$1M equipment for remote employees), process implementation, emergency planning, performance improvement and project management. Drove 90% completion rate of idea generation, driving improvements on team engagement surveys.

Responsible for operations management, process improvement / project management, and vendor management. Standardized a huddle management program to include developmented a mentoring plan, assessment process, standard templates, training, goals and more. Worked with the Workplace Violence Committee to develop dashboards that give the system a wholistic view of their program in respect to incident reporting, education, and survey results. Contributed the a Nursing Administration Quarterly article that was ultimately published in October, 2024.

o Supports the successful planning, scheduling and completion of multiple operations improvement projectso Analyzes data, facilitates and direct the work of activities for caregivers, monitors progress and deliverables, and acts as a liaison between site operations, site senior management and key stakeholderso Drives process improvements to deliver significant operational improvement, financial benefit, and enhanced patient satisfaction.o Facilitates the effective use of huddle boards within healthcare facilities to drive a culture that solves problems real time. o Facilitated Continuous Improvement Project (Interventional Radiology) that improved throughput from 13 in a 5.5 hour period to 17+ per week with a bottom line impact of $326K per year.o In response to COVID-19, setup a mask reprocessing center that reduced the daily distribution of new masks by 66% in response to national shortages.o Mentored approximately 30 huddle boards resulting in 75 metrics that showed at least three months sustained improvement, and 181 solutions implemented based on best practices and standardization.o Led the COVID-19 surge plan to prepare the hospital for increased number of patients that were tested positive or under investigation. o Post COVID-19 recovery - managed plan for Senior Leadership Team to implement initiatives designed to help the hospital recover gaps in community needs and financial performance for the Emergency Department, Women's Imaging, Interventional Radiology, Gastroenterology, general census and surgery.o Post COVID-19 recovery - Facilitated project that used single source scheduling and multi-disciplinary huddling methodologies that increased Day Of Surgery Pre-Op patient capacity by 10%, reduced scheduling cancellations, and improve PAT patient prep completion rate from 30% to 99.57%; project was recognized by the BSWH President of Hospital and Clinic Operations.o COVID-19 Vaccination support at hospital & assisted the city of McKinney.

Responsible for publishing The Kantara Scrolls Book Series and the Progressive Book Series. Publication include paperback, hardback, electronic, and audiobooks. Also the producer of documentaries on YouTube.

Authored The Progressive Machine: Before We Called It "Lean". Kindle version made available on Amazon.com in December 2019 and in paperback in February 2020.Summer 2021:The Progressive Machine: Before We Called it Lean - 2nd EditionThe Progressive Hospital: A Lean Hope

o Managed the development of all client-facing Lean & Six Sigma solutions delivered to over 30 healthcare facilitieso Developed & performed perioperative, sterilization process, & clinic diagnostics with over 20 healthcare facilities contributing to value based healthcare partnerships in the United States o Managed high profile IT projects ($500K+) which was delivered on time & under budgeto Led & mentored a Surgical Preference Card solution delivering over $1M savings to hospitals by reducing cost per case by over $100 with an annual savings of approximately $45K for each surgical episode – still used by Medtronic & presented to numerous data solution conferenceso Led Lean projects reducing solution delivery lead time by over 50% & cost per client by over $100Ko Coordinated numerous Lean perioperative solutions globally to include Colombia, Peru, & Brazil.o Member of the Clinical Operations Leadership Team with one direct report

o Co-developed an orthopedic service line program & surgical services achieving $2M revenue with delivery to over 20 healthcare facilitieso Facilitated kaizen events to reduce program delivery speed (lead time) by 50% o Facilitated client dashboard Six Sigma events which reduced defects by over 85% & refresh speed (lead time) from two months to one month (50% reduction)o Remediated a customer relationship resulting in a revenue generation of over $700Ko Facilitation of Lean Six Sigma projects in perioperative spaces achieving an average of $100K in supply savings & over $1M+ increased patient capacity (40% OR Turnover Time Reduction; 10% SPD capacity increase, 100%+ increase in On-Time Starts, reduced door openings during surgery by 90%, load leveling, & 100%+ increase in duration accuracy)o Developed six Lean training programs qualifying students for up to 20 CEU creditso Co-authored “Primer on Lean” chapter for Dr. Steele’s book (electronic version) entitled: Orthopedics and Spine: Innovative Strategies for Service Line Success.

o Kaizen facilitation resulting in a $33M investment to improve packaging production by 100% o Remediated a supplier’s product flow preventing over 30% of manufacturing operations from having to cease production for two months; no production was interrupted saving several million dollars.o Facilitated manufacturing process transformation to a continuous flow system increasing production by 33% &reducing costs by $2M; recognized for service levels, quality, safety & overall operations.o Six Sigma Facilitation: eliminated hip revision surgeries in Asia caused by a defective producto Developed 23 Lean training modules currently in use todayo Co-initiated a Lean Six Sigma network that grew to over 600 members world-wide in two yearso FDA Remediation – Measurement System Analysis – Co-led a team to lift a warning letter in 18 months, 400% faster than the anticipated six years.o Managed one direct report

o Trained and mentored over 40 employees on the Parker Lean Systemo Led a new product kaizen contributing to $1.25M in annual saleso Facilitated kaizen events resulting in: 3,700 sq. feet reduction in floor space (26%), record monthly sales of $1.46M, record wage to sales of 3.7% (50% reduction), 26.3% return on sales, eliminated all past due line items, & reduced the cost of poor quality by 85%.

o Supervised and mentored 80-125 employees o Led cost saving and reduction initiatives that resulted in over $800K in savingso Directed the startup of new processes, standard operations procedures and mentor trainingo Led Six-Sigma projects, quality improvements, production, safety, housekeeping, lean manufacturing and scrap reductiono Conducted training and provided leadership models

o Supervised and mentored 88 employees o Led cost saving and reduction initiatives that estimated over $1M in savingso Supervised and led the shutdown of operations in plant closure