• Lead a team of 215 clinical and non-clinical team members that answer inbound phone calls for BJCMG primary care practices, provide after-hours exchange services, and facilitate telephonic RN triage services for primary care patients. In most recent rolling 12-mo period, improved department performance metrics significantly (reduced average speed of answer from 1:26 to 0:29 and reduced abandoned call rate from 12.7% to 2.9%). • Facilitated rapid growth (doubled the size and scope of the Access Center team in one year) to provide services to all non-rural BJCMG primary care practices resulting in a 70% increase in annual call volume. Currently manage a $14.7M department budget. • Participating member of the BJCMG HRS (high reliability system) Council driving the implementation and sustainment of HRS principles across the Medical Group. Lead the implementation of the following HRS principles in the Access Center: readiness, standard work, improvement ideas, and KPIs with problem solving.

• Partner with BJC senior leaders and lead a team of 11 that drives the capture, understanding, and prioritization of discretionary technology related investments; own and manage the BJC IT demand management process.• Build the business relationship management team and competency within the BJC IT department.• Actively participate in the rollout of Agile methodology in the IT department; act as Product Owner for the Intake and Demand Management scrum team to achieve process standardization, staff efficiencies, and cost savings.• Participating member of the IT Operating Model Steering Committee driving the implementation of a new operating model (Product Model) within the IT department.

• Led project, as part of the department’s overall transformation initiative, to manage the demand for IT services and aggregate IT portfolio information. Executed an IT project evaluation process to ensure alignment of project work to BJC and IT strategic goals and identify resource needs to support the retained projects in the portfolio. As a result, $30M of IT strategic capital was returned to a Contingency fund to be reallocated to priority projects, and the IT PMO was established to drive execution of the project portfolio.• Responsible for $10M portfolio of Information Technology (IT) capital projects with the BJC Center for Clinical Excellence (CCE). Developed and managed the CCE Healthcare Informatics Project Management Office (PMO) which created and maintained all standard CCE processes in relation to capital projects, e.g., project management standards, with direct management responsibility for 6 employees across CCE and IT. • Implemented and maintained portfolio management processes, including 1) development of a work intake process that allowed for prioritization of work requests, 2) implementation of financial labor processes, and 3) execution of a resource planning process to maximize, and bring ongoing visibility to, resource capacity.• Responsible for multiple IT and IT-related committees and functions, such as 1) facilitated and managed the Workforce Planning Committee, 2) participated in the Resource Committee and responsible for annual execution of the IT Employee of the Year Award, and 3) provided support to the BJC Data Governance Council.

• Led the development of the BJC and Washington University School of Medicine (WUSM) staffing plan for the implementation of the Epic electronic medical record and facilitated recruitment and onboarding of the team in partnership with the BJC and WUSM HR departments. Developed and implemented Epic training and certification processes for all BJC and WUSM Epic team members. • Managed the development, coordination, maintenance and compliance with Meaningful Use requirements and deadlines for BJC’s eight community hospitals, engaging hospital and corporate leadership teams to realize incentive payments of over $23M. • Developed business plans to support two growth opportunities at Progress West Hospital and Barnes-Jewish St. Peters Hospital: 1) the acquisition of a local sleep lab and 2) the development of an outpatient wound program. Supported the leadership team in pursuing both opportunities by acting as the primary liaison with BJC Legal Services, the sleep lab, and the third party wound management company. Facilitated the appraisal processes along with all contract development and approval processes for both initiatives.

• Reporting to the Chief Nurse Executive, led 34 employees in the following departments: Oncology Data Services, Psycho-Oncology Services, Patient Education and Quality, Government Relations and Business Management.• Managed the planning and supported the launch of the newly developed 24/7 Cancer Care Clinic, minimizing leakage to competing hospitals, freeing capacity in the hospital’s Emergency Department, increasing patient and physician satisfaction, and creating a competitive advantage for the Cancer Center. • Led a multidisciplinary team responsible for the development of the Siteman Cancer Center Patient and Family Advisory Council. Successfully gained buy-in from the senior leadership team, created the infrastructure to support the Council, and facilitated the planning work.• Managed the rollout of lean principles throughout the Cancer Center, including the development of a lean deployment timeline as well as departmental lean goals, and provided ongoing facilitation of lean events. Provided ongoing training of lean concepts to clinical and non-clinical staff within the Cancer Center.