Responsible for strategic and operational leadership for OTMH that includes the clinical programs – Emergency, Medicine and Critical Care, Surgery, Mental Health, Obstetrics and Pediatrics, Rehabilitation and Complex Care as well as Ambulatory Services. As part of the Senior Executive Team, the role has accountability for aspects of clinical care including day to day operations, finance and quality of care delivery. Key aspect of the role includes strong collaboration with leadership in operational readiness for the new Oakville Hospital.

Responsible for leadership of the Medicine and Critical Care Program that includes four in-patient units and an 18 bed ICU/CCU with a $25 million dollar budget and operational readiness for the 2015 New Oakville Hospital. The role requires strong collaborative approach in coordinating skilled medical and hospital staff as well as interfacing with key stakeholders, including patients, families and community partners. Key areas of priorities include identifying clinical program planning priorities and transitional strategy for the new, state-of-the-art hospital opening in 2015.

Responsible for providing oversight on clinical operations related to Access / Patient Flow Management, Reprocessing and Sterilization, Infection Prevention and Control and Accreditation across the merged large academic health science organization in December 2011. As part of the newly merged organization, supported cross site collaboration that advanced the strategic directions related to clinical integration.

Responsible for providing leadership in cross-organizational systems in patient services related to planning, coordination and operations. Key accountabilities in conjunction with the Vice President included supporting Patient Services portfolio with respect to budget, clinical operations and programming. Specific responsibilities for programming / services that crossed all health systems including ambulatory care, primary care, senior’s health, professional practice, volunteer services, spiritual care, interpretation and translation. Additionally, responsible for leading strategic projects for the organization that included patient flow, professional practice and collaboration with corporate services on facility issues and capital re-development projects.

Expanded role with responsibility for $50 million budget, 375 beds and 500 FTEs across two sites. Additionally, responsible for overseeing Allied Health Portfolio for Trillium that includes disciplines such as speech, physiotherapy, occupational therapy, recreation therapy, psychology and associated assistant roles.220 Complex Care beds across 2 sites:- 34 Complex Care beds at Mississauga site and 66 beds at West Toronto site (12 transitional care, 14 long-term rehab and 20 complex care beds). Total budget was approximately $10 million dollars and an additional 100 FTES.- 120 Complex Care beds at the McCall Centre owned by Trillium Health Centre with management relationship with Extendicare. Total budget $8 million dollars and an additional 100 FTEs.

Responsible for operational management of a $29 million dollar budget with over 300 FTEs across a diverse Neuroscience / MSK Health System. Health System services include Neuroscience – Neurosurgery, Neurodiagnostics, Comprehensive Stroke Unit, Inpatient Neuro Rehabilitation, Day Hospital and Outpatient Neuro Rehabilitation; Musculoskeletal – Orthopaedics, Ortho Rehabilitation, Fracture Clinic and Outpatient MSK Rehab; Joint Neurosurgical and Orthopaedic Surgical Spine Unit, Rehabilitation services outpatient and inpatient including Acute and WSIB Hand Specialty Programs.In 2005, assumed expanded roles as lead role for hospital inpatient redesign project, which focused on system opportunities that transformed patient care and Patient Flow that supported the strategic priorities and mission statement of Trillium

As Nurse Manager in the Peter Monk Cardiac Program, responsible for the management of (3) cardiac units in different sites of The Toronto Hospital. Managed a $12 million dollar operating budget and a staff of over 120.- Led a $10,000,000 re-design for the cardiac catheterization labs to meet changing technology and increase demand for procedures from the Ontario government, Ministry of Health. - Participated in the Cardiac Re-Engineering Project that resulted in re-design to the CICU Unit in relation to staffing and unit size.

Responsible for providing expertise in areas related to patient and family care, clinical practice, education and research. Participated in pilot projects from the Nursing Education and Research on computerized nursing documentation and GRASP workload measurement.

Cardiac Program / Obstetrics / Gynecology / Psychiatry (1992) and Medical - Surgical Intensive Care Unit (1991)Accountable for developing, coordinating, and participating in educational activities that supported both the clinical programs and the central nursing education and research department. Facilitated the implementation of case management, primary nursing, and patient education programs.

Responsible for providing care to critically ill patients with complex nursing problems and their families, performing added nursing skills, delegated medical acts and assuming the charge nurse position.