Terry Dunn Email and Phone Number
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Innovative Business Process Improvement Leader and GE-trained Lean Six Sigma Black Belt with 15+ years of experience in consultancy, strategic planning and deployment, executive leadership, operations management, and continuous improvement for well-established clients across the healthcare provider spectrum, medical device/life sciences, and related businesses. Proven success engaging executive leaders and stakeholders of all levels. Adept at gathering and analyzing diverse data, identifying improvement opportunities and root causes, improving processes, designing new processes, and analyzing failures to prevent recurrence.Strong People Leader who builds, empowers, and manages high-performing teams by clearly defining goals, vision and expectations; providing education and mentoring; and modeling close collaboration and open communication. Results delivered: o $138M in annual bottom-line savings from improved processes and waste elimination.o $300M+ in sales from technology solutions, increased customer retention, and growth enabled by expanded capacity.o 40+ software applications.o Improved clinical outcomes and patient safety, saving an estimated 8 lives per year.o Significantly improved customer satisfaction and employee engagement scores.o 18+ publications: conference presentations and workshops, book chapters, and digital media.Recognition:o 3 awards for outstanding impact in patient safety and customer experience.o 6 promotions into managerial and leadership roles.
Abbott
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Technical Solutions Design LeadAbbott Nov 2023 - PresentAbbott Park, Illinois, UsCustomer solutions consulting team leader for (most of) the Midwest.
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Global Consulting Tools Product Manager - Roche Integrated InformaticsRoche Oct 2022 - Oct 2023Switzerland 🇨🇭 , Ch• Agile product manager responsible for selection, development, and deployment of 35 applications used worldwide by Roche laboratory design and strategic consultants to drive instrument sales and solve customers’ challenges.• Managed globally distributed development teams (16 FTE’s) and $2.5M software license budget. • Championed funding approval for $1M modernization of consulting design applications. • Collaborated cross-functionally and globally with consulting, sales, marketing, and UI/UX teams for the development and enhancement of portfolio. • Conducted user research to drive actionable product improvements reflecting consultant preferences and needs. • Successfully executed product launches, managed beta testing, and improved product adoption through iterations. • Used data analytics to monitor and evaluate product performance, define enhancements, and prioritize development. -
Sr. International Consultant - Economic Value - Roche Diagnostics InternationalRoche Aug 2020 - Sep 2022Switzerland 🇨🇭 , Ch• Directed development of a SaaS application for profitability simulation, TCO, and ROI analysis. • Led globally distributed 8.0 FTE development team.• Expanded capabilities to cover 95% of product catalog and continuously improve and add value metrics. • Led agile design team to deliver a standard playbook for value-based healthcare contracting metrics.
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Senior Consultant & Sales Engineer - Roche Diagnostics CorporationRoche Jun 2012 - Aug 2020Switzerland 🇨🇭 , Ch• Drove the design and implementation of 170+ laboratory solutions worth $200M in sales.• Conducted workshops / Kaizen / Rapid Improvement Events for implementation planning and change management. • Conducted 40+ post-deployment audits to optimize solutions and maximize customers’ business value realization. • Developed assessment tool to identify improvement opportunities and potential follow-on consulting engagements. • Developed 3 instrument selection/configuration apps, plus simulation models for laboratory workflows and COVID testing protocols. • Led internal process improvement teams to halve system deployment from 195 to 90 days and slash contract approval time from 15 to 4 days.
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Vice President Of Operations, The Drake CenterUc Health Mar 2009 - Jan 2012Cincinnati, Oh, Us• Senior site executive for 300+ bed specialty hospital with over 1,100 personnel and P&L of $120M.• Finalized financial turnaround from $20M+ annual losses to sustained profitability. • Overhauled marketing plan and sales/intake procedures, increasing referrals 30% and sales volume 20%.• Implemented activity-based costing and service line management, to drive operations visibility and profitability. • Outsourced loss-leader service line, converting $10M financial drain to positive cash flow. • Administered hospitalist physician practice and all medical staff affairs/services. • Captained daily operations conference to optimize revenue, plan admissions, and address operational issues.• Implemented formal construction management procedures, ending chronic cost & schedule overruns. Managed $1.4M in renovation projects valued at up to $300k each. -
Director Quality & Performance Improvement, The Drake CenterUc Health Dec 2005 - Mar 2009Cincinnati, Oh, Us• Implemented and directed an integrated quality management program comprising regulatory/accreditation readiness, infection prevention, continuous improvement, patient experience, customer relations, and patient safety. • Coordinated visits and follow-up with Joint Commission, CARF, and federal/state regulatory reviewers. • Investigated all complaints, unfavorable outcomes, incidents, and other issues requested by medical leaders or senior management, and oversaw corrective action planning and implementation. • Assisted Medical Staff Services through peer review program and OPPE support. • Key Results (each of these won awards from local, regional, or national organizations)o Slashed returns to intensive care by 67%, beating industry benchmark and saving 4 lives and $250k per year.o Reduced hospital-acquired infections to lowest rates on record.o Raised patient satisfaction scores from 20th to 85th percentile, simultaneously boosting employee scores.
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Six Sigma Black BeltUc Health Aug 2004 - Nov 2005Cincinnati, Oh, Us• Diagnosed and resolved cause of mammography patient loss, recouping $1.8M annual profits from diagnostic & treatment procedures previously lost.• Reduced telemetry alarms by 95%, reducing critical care unit noise and stress, and reducing average nurse response time from 5+ minutes to less than 2, saving estimated 2 patient lives per year.• Added another $2M in annual profits through Six Sigma projects to in 7 diagnostic imaging departments, 4 cardiology departments, and 2 gastroenterology suites. Most of these also eliminated overtime and reduced turnover by leveling schedules and workload.
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Sr. Consultant/Six Sigma Black BeltGe Medical Systems 2002 - 2004Chicago, Us• Released $24M in annual profits by leading 40 workflow, scheduling, and patient throughput projects in hospital departments, multi-speciality clinics, and physician offices. About half of these included WorkOut sessions for problem-solving, solution design and testing, and/or change management.• Led 6 market strategy analysis/planning projects for customers' diagnostic imaging businesses.• Co-developed strategic planning consulting offering, based on GE annual planning cycle. Piloted in 3 strategic planning retreats for health system boards of directors. -
Senior Account ManagerGe Medical Systems 2001 - 2002Chicago, Us• Customer success manager for operations benchmarking software, 40 customers in KY, IN, and western OH. • Improved customer retention from 33% to 70% and increased sales revenue 20%.• Implemented systems for 4 new customers. • Delivered new-user and ongoing training.• Conducted opportunity assessments and led action-planning workshops annually for each customer.
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Director Management SystemsSaint Joseph Health System 1999 - 2001Lexington, Ky, Us• Special assistant to COO for productivity and staffing. Implemented benchmarking systems, developed monthly budget variance reporting system, and led organization-wide workforce reduction initiative. • Business director for perioperative services. Operationalized surgical information system (scheduling, charging, supply management, intra-operative documentation). Reduced total supply costs 12% while case volumes increased 15%. Developed surgeon performance scorecard system for OPPE, executive briefings, and decision support. -
Director Operations SupportPremier, Inc. 1997 - 1999Charlotte, Nc, UsCoordinated divisional recruitment, onboarding, continuing education, and quality program oversight -
Regional Manager, ConsultingPremier, Inc. 1995 - 1997Charlotte, Nc, UsManaged 15 FTE’s & 18 service accounts. Managed fee-for-service projects for cost reduction and organizational turnaround.
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Sr. ConsultantPremier, Inc. 1989 - 1995Charlotte, Nc, UsSupervised 1.0 FTE consultant. Serviced 2 accounts for productivity management, staffing analysis/budgeting, cost reduction, and operational performance improvement. Staffed fee-for-service projects for productivity analysis, staffing assessment, and cost reduction.
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Management EngineerCarilion Healthcare / Health East 1986 - 1989Roanoke, Virginia, Us
Terry Dunn Skills
Terry Dunn Education Details
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Virginia TechIndustrial Engineering & Operations Research -
University Of KentuckyGeneral
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Northern Kentucky UniversityBusiness Informatics - Applications Development
Frequently Asked Questions about Terry Dunn
What company does Terry Dunn work for?
Terry Dunn works for Abbott
What is Terry Dunn's role at the current company?
Terry Dunn's current role is Consulting Leader helping healthcare providers build profitability through better workforce and customer experience | Strategy - Operational Excellence - Lean Six Sigma - Quality Management.
What is Terry Dunn's email address?
Terry Dunn's email address is te****@****ail.com
What schools did Terry Dunn attend?
Terry Dunn attended Virginia Tech, University Of Kentucky, Northern Kentucky University.
What are some of Terry Dunn's interests?
Terry Dunn has interest in Civil Rights And Social Action, Education.
What skills is Terry Dunn known for?
Terry Dunn has skills like Leadership, Process Improvement, Six Sigma, Healthcare, Strategic Planning, Program Management, Management, Hospitals, Management Consulting, Strategy, Operations Management, Project Management.
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