• Strategically manage a personal stock portfolio through day trading, leveraging market analysis and risk assessment techniques to maximize profit potential to achieve capital appreciation.• Managed a varied property portfolio, securing beneficial leases and nurturing vendor and tenant relations while ensuring strict compliance with tax and regulatory guidelines.• Orchestrated the strategic sale of multiple properties with targeted marketing and pricing strategies, maximizing asset values and achieving significant returns on investment.

Managed a team of 12 analysts supporting Perinatal and Cancer EMRs, over 200 third-party applications (using APIs), and corresponding Meditech interfaces for 14 Kansas City, Louisiana, and Mississippi hospitals.Key achievements:• Successfully directed, facilitated, and implemented multiple division projects and process improvement initiatives using Agile, Waterfall, Design Thinking, Ideation, and Lean/Six Sigma methodologies. These methods resulted in significant cost savings, improved project delivery, increased automation, and enhanced operational efficiency. • Applied agile development tools such as LeanKit to enhance project delivery, automation, and operational efficiency across multiple systems.• Developed and executed a strategic roadmap to ensure IT Oncology projects were aligned with business objectives. This led to the successful delivery of high-value initiatives, including launching a new 3D Treatment planning server, which resulted in a 90% improvement in image review speeds.• Improved service ticket resolution times by over 50% by adopting new visual tools, enhancing prioritization, communication, and accountability.• Designed, trained, and implemented a new, streamlined application upgrade process, which resulted in a 60% reduction in wait times, ensured reliable status monitoring, and delivered crucial updates, improving the customer experience.

Managed, delivered, and led multiple Oncology projects, encompassing Coding and Documentation, Scheduling, High Dose Radiation Therapy (HDR), and Pharmacy. Each project was executed per its respective Statement of Work, ensuring compliance with all outlined specifications and objectives.Project Highlights included: • Led the process management effort to transition the provider workflows from paper to electronic documentation and redesigned the provider’s notes for optimal coding.• Improved patient scheduling by transitioning to new scheduling software to provide clearer visibility of patient demand for chemotherapy and lab schedules. • Implemented a new High Dose Radiation Therapy (HDR) project to expand treatment options and initiated a pharmaceutical drug initiative that successfully reduced patient medication expenses.• Established a strong partnership with collaborative stakeholders to achieve consensus and drive project advancement by promoting transparent communication and coordination.

Directed EMR optimization efforts and managed regulatory compliance and reporting for Meaningful Use, PCMH (Patient-Centered Medical Home), and PQRS (Physician Quality Reporting System). • Managed program training, including training modules for new hire orientations, creating updated policies and procedures, and providing technical guidance and medical education to staff members on EMR workflow modifications and compliance.• Championed and managed the redistribution of the “Visit Summary” finalization process from providers to front desk staff, enhancing workflow efficiency and generating one million in annual revenue.• Inspired and led two Quality Improvement teams, comprised of patient access representatives and nurses, dedicated to boosting, enhancing efficiency, and capturing quality metrics. These groups aided our team in refining, educating, and implementing EMR system enhancements across all clinical settings.• As the project manager, I successfully led the launch and executed the ICD-10 training initiative across 37 ambulatory clinics, ensuring user compliance with education management standards.

Managed clinical practices comprised of 17 physicians, 40 clinicians and ten support personnel with revenues exceeding $14 Million. • Transitioned the implementation of our new EMR (Electronic Medical Record) to our multiple clinic locations. Implementation included workflow review and documentation, conversion of paper records to electronic media, staff training, and continued monitoring to ensure a smooth and seamless transition to achieve a positive patient experience.• Introduced and led new Clinic Order Verification PI Team. Successfully identified and implemented additional safeguards to improve the accuracy of chemotherapy orders, which immediately reduced our chemo order error rate and positively impacted clinical outcomes.

Operationally responsible for clinical practices comprised of 17 physicians, 40 clinicians, and ten support personnel with revenues exceeding $14 Million.• Initiated and steered the Clinic Order Verification PI Team, resulting in the identification and implementation of enhanced safeguards and controls. These measures significantly improved the accuracy of chemotherapy orders, leading to a marked reduction in order errors and a positive impact on clinical outcomes.• Launched a new billing process for the Infusion Center and Medical & Gynecological Oncology clinics, which reduced billing errors and inconsistencies and decreased the charge lag by 50% through enhanced operational efficiencies.• Served on Saint Luke’s Health System’s Strategic Leadership Committee for Oncology, where I played an integral role in implementing the Institute’s strategic plan for the Oncology product line, overseeing the direction of outpatient clinics, led community outreach initiatives and facility expansion opportunities.

Managed 16 physicians and 95 clinical and administrative staff with a budget of over $15 million. • Organized and led a practice-wide performance improvement team, collaborating closely with process owners to identify and surmount barriers to operational efficiency. • Championed improvements, including reorganizing call center work shifts for peak traffic efficiency and introducing cordless headsets, leading to a 200% increase in our call response rate.• Synthesized data from patient feedback and system reports to address patient dissatisfaction by designing a new streamlined patient check-in/checkout process, reducing patient wait times by 50%.

Responsible for planning, developing, and directing the activities and programs of a nine-physician practice (Twenty-three employees). Activities include: leading bi-weekly staff meetings, monthly physician/market manager meetings, and hiring/firing permanent/temporary administrative staff. • Responsible for delivering projects against agreed scope, budget, schedule & customer expectations by supervising, directing, and motivating multiple cross-functional teams. • Developed, reviewed, and implemented written policies and procedures governing the clinic's operations, including editing job descriptions, evaluating job processes, conducting performance evaluations, and formulating employee development plans. • Implemented Stephen Covey's Four Disciplines of Execution and "Lean" methodologies for process improvement, directly improving employee customer service and job performance. • Implemented "charge smoothing" for daily charges and cross-training among key staff and was responsible for streamlining the "sleep study dictation and reporting process." These changes led to consistent timing of reimbursements from payers, maximized employee productivity during staff absences, and reduced sleep study charge lag.

Served as a "Member-at-Large" on GKCMMA's Board of Directors..