Role: Project Manager

Role: Project ManagerCompleted the redesign of a 209-slide Counterintelligence training for the NCIS Threat Assessment Unit. The redesigned Counterintelligence training was deployed to all NCIS agents in the field while concurrently completing the redesign of the NCIS annual counterintelligence computer-based training (CBT). The redesigned CBT was integrated into the Joint Knowledge Online (JKO) and MarineNet learning management platforms with the ability to be accessed by over 550,000+ Sailors, Marines, and Civilians. Designing learning activities, assignments, and assessments:• Created 27 new assessment questions to be distributed within all Modules to assess student understanding of the training.Collaborating with subject matter experts to develop course content• Worked with NCIS Threat Assessment agents in reviewing the current training. Collaborated with a professional Audio/Visual production team in producing 43 new pieces of video content that will be utilized in the training. • Created a Visual Project Progress Report for the key stakeholders that was briefed at the weekly team meeting. Project Progress Report covered deliverables progress, identified risks, problems encountered, and corrective actions planned for both the Counterintelligence training and the CBT. Write scripts for video and audio content• Wrote scripts for four new case studies that were being included in both the training for the agents and the CBT being utilized by the United States Navy and United States Marine Corps.• Revised a 200-page Instructor handbook to supplement the Counterintelligence training slides

Role: Team Member: Medical Affairs & Integrated Clinical Operations, Policy, and Support (ICOPS)Staff Lead- Graduate Medical Education (GME) Programs, Civilian Physician Recruiting, Patient Engagement, Clinical Genomics and Precision Medicine (CGPM), and Primary Care Clinical Community Content• Developed Project Plans for the Standardization of Oversight Process for GME Programs and Clinical Genomics CGPM projects. Project Plans included Work Breakdown Structure and Integrated Master Schedule to ensure efficient project management and on-time delivery of multiple project deliverables for the DHA.• Evaluated, adjusted, and improved 17 deliverables over five project areas with an average of seven months from start to finish: bringing four projects to over 90% complete prior to the end of the contract. • Created a Visual Project Progress Report for the key stakeholders that was briefed at the weekly team meeting. Project Progress Report covered deliverables progress, identified risks, problems encountered, and corrective actions planned • Developed a mentorship program through the Military Employee Resource Group to assist transitioning servicemembers and veterans adjust to the Corporate and Government contracting environment. • Published a Lessons Learned White Paper for the GME project; White paper will be utilized as an example throughout the organization to present to new and potential clients.

I was the Emergency Department Operations Manager for a five bed Emergency Department located in a 10-bed hospital facility. Our hospital was responsible for supporting Department of Defense (DoD), Department of State (DoS), and Coalition country personnel deployed to Iraq, Syria, and Jordan in support of Operation Inherent Resolve (OIR). I was responsible for the administrative, financial, and operational activities of the Emergency Department. I assisted the Emergency Department Director with supervising four Emergency Medicine Physicians, three Physician Assistants, four Emergency Medicine Nurses, one Medical-Surgical Nurse, seven section supervisors, two Paramedics, and five certified medical assistants and worked with Operational Supervisors overseeing the 24-hour operation of the Emergency Department. I managed, monitored, and secured medical supplies and reviewed preventative maintenance schedules. I maintained training records for all staff and ensured that certifications and required department/hospital training was complete and scheduled individuals for training to ensure there were no lapses or compliance issues. I ensured the department was clean and safe and in compliance with all Hospital, Joint Commission, and OSHA guidelines.• Coordinated the procurement and maintenance of department equipment valued at $13.1M, which involved managing the supply chain for additional equipment and supplies to ensure there were no gaps in service or capabilities. Further supported this effort with detail driven administrative coordination to ensure that the entire Hospital could complete the mission. • Created $131K in cost savings for the hospital by identifying 12 pieces of unsafe equipment and removed them from the Emergency Department.• Allocated $107K of critical medical equipment to be redistributed to other hospital facilities throughout the network to increase their ability to provide high-quality patient care.

I was employed as a Hospital Chief Operating Officer of an 84-bed Hospital. In this position, I was the principal adviser to the Hospital Chief Executive Officer. I was responsible for connecting with all leaders within the six hospital departments to ensure consistent operations and gauge their need for any further staff members or resources. I oversaw daily hospital operations and HR decisions. I ensured the safety of all my 105 employees through the enforcement of hospital, Joint Commission, and OSHA safety guidelines and policies. I served as a liaison between the Hospital and the various stakeholders located on Fort Benning and its surrounding communities. I directed the organization to carry out the established benchmarks and objectives laid out by the Chief Executive Officer of the 44th Medical Division and the President/Chairman of the Board of the United States Forces Command.• Selected as the Chief Operating Officer and Assistant Chief Ward Master of a 44-bed, 210 employee hospital that was mobilized to Humacao, Puerto Rico to support Hurricane Maria humanitarian relief efforts within the most affected communities and area on the island. • Directed the elimination of $4.7M of obsolete organizational equipment; reduced excess and waste within the hospital by over 87%.• Appointed as the Administrator of the Hospital Retention program; program met its retention benchmarks for eight consecutive quarters resulting in 19 employees being retained. • Mobilized 53 Hospital employees, 20 shipping containers, 19 vehicles, and 15 pallets valued at $2.9M to deploy to and from Puerto Rico with no reported damages or losses.

I was the Emergency Department Operations Manager and Specialty Clinic Manager for an eight bed Emergency Department located in an 84-bed hospital. I was responsible for the administrative, financial, and operational activities of the Emergency Department. I assisted the Emergency Department Director with supervising four Emergency Medicine Physicians, three Physician Assistants, four Emergency Medicine Nurses, one Medical-Surgical Nurse, seven section supervisors, two Paramedics, and five certified medical assistants and worked with Operational Supervisors overseeing the 24-hour operation of the Emergency Department. I managed, monitored, and secured medical supplies and reviewed preventative maintenance schedules. I maintained training records for all staff and ensured that certifications and required department/hospital training was complete and scheduled individuals for training to ensure there were no lapses or compliance issues. I ensured the department was clean and safe and in compliance with all Hospital, Joint Commission, and OSHA guidelines.• Used trouble-shooting and problem-solving skills to establish an Emergency Department within 72 hours in Humacao, Puerto Rico following Hurricane Maria; utilized solutions-based thinking to create an operational plan in order to facilitate high efficiency operations. This resulted in an average of 178 patients seen per day for 45 consecutive days, decreasing the load for local hospitals trying to re-establish functionality.

Director of Talent Acquisition and Delivery at a small office that staffed three Talent Acquisition associates responsible for an area that encompassed 32,505 square miles. Leveraged change leadership abilities and strategic planning experience to translate a vision into an executable recruiting strategy with supporting marketing initiatives. Used recruiting systems, staffing, operations, processes, and regulations to simplify a road-map to success and exceed expectations. My office was selected as the top small Center of the Southeastern Recruiting Division for three years in a row and I was recognized as the top Director of the Company in 2015. Strong analytical skills with a deep understanding of benchmarks, gap analysis, determining best practices, and how-to increase productivity. Identified and escalated risk-related issues, options, solutions, and alternative approaches in order to create an environment where team members feel valued and supported.Instituted recruiter training to improve talent advisory capabilities, sourcing methodology, contract negation, recruiter and organizational trends, compliance, risk, governance, law and policy, and different industry approaches to recruiting. Implemented an enterprise-wide campus recruiting strategic planning process across 16 colleges and universities. My team was also responsible for the implementation of a strategic healthcare recruiting plan that encompassed 45 hospital programs. We proactively shared market and competitive recruiting intelligence across the enterprise to inform talent, business, and organizational design decisions. Championed executive and diversity sourcing, relationship building techniques, recruitment plan development, sourcing methods, building and delivering innovative solutions, and developed compensation strategies for those selected for employment. Directly responsible for the training and development of 16 future Healthcare professionals across various disciplines

I was a Healthcare Consultant for an Afghanistan National Army Medical Company. I was responsible for advising 10 Managers, 30 Supervisors, and 30 employees on the delivery of high-quality health care to a patient population geographically dispersed among the Eastern region of Afghanistan. I worked with the doctors and other clinical staff to improve their business and management practices. I assisted the staff with examining their business practices and made recommendations on how to increase efficiency and patient satisfaction. Through our partnership, our clinic created an environment conducive to continuous quality improvement and implemented systems to promote system quality excellence and effective medical supply chain management. I also made recommendations on how to standardize training and skills certification so they could accurately forecast when lapses in certifications were going to occur and how to schedule their employees for required training. I provided training on how to maintain and operate safe/clean clinical environments in compliance with hospital and Afghanistan Ministry of Health guidelines.I managed a team of two translators that directly reported to me. My team of employees were responsible for activities such as meeting coordination and presentation delivery in three different dialects prevalent in Afghanistan.• Correlated the Afghanistan National Army mission essential priorities to implement 13 healthcare specific tasks to enhance Department training. Increased medical skills competency for employees by 50%.• Liaised between the Afghanistan National Army and United States military Healthcare personnel to implement a Medical Continuation Evaluation Course for the 32 Emergency Department employees; increased medical skills proficiency by 40%.• Contributed to practice development for other consultants by developing storyboards that captured Afghanistan Soldier success advancing to self-reliance without coalition force support.

As the Ambulance Department supervisor, I was responsible for a department comprised of 10 Emergency Medical Technician Supervisors and 18 Emergency Medical Technicians that covered the Schweinfurt Germany area and was ready to support world-wide operations in highly hazardous conditions. My department was also responsible for the maintenance and upkeep of six tracked field ambulance vehicles, five wheeled Ambulance vehicles, one emergency response truck, and equipment valued in excess of $870K. I monitored department operations and EMS personnel to ensure the most appropriate and efficient utilization of all resources required for field operations. I ensured that all personnel maintained the highest level of professionalism and their individual skills proficiency through routine inspections. I promoted a positive working environment by providing personnel with guidance and consistent communication.

As an Emergency Department Team Chief, I was responsible for coordinating, providing, and ensuring quality care to all patients receiving service in the emergency department and all nursing areas on my assigned shift. I assisted in the development, maintenance, and assurance that the following functions were performed appropriate to the age of the patient in the delivery of quality care and services for the emergency department: Operations, policies/procedures, quality improvement, supervision, assignment of staff, budget, education, employee selection and orientation, coordination, documentation, supply chain management, professional behavior, and other duties as assigned.I supervised the work and activity of three Emergency Medical Technician supervisors and six Emergency Medical Technicians assigned to my shift. In this position, I also provided performance counseling and technical guidance, responded to employee concerns, and oversaw vehicle and apparatus maintenance.As an Ambulance Department Team Chief, I was responsible for a team comprised of two Emergency Medical Technician supervisors and nine Emergency Medical Technicians that covered the Schweinfurt Germany area and was ready to support world-wide operations in highly hazardous conditions. My team was responsible for the maintenance and upkeep two tracked field ambulance vehicles, two wheeled Ambulance vehicles, one emergency response truck, and equipment valued in excess of $1,5M. I monitored department operations and EMS personnel to ensure the most appropriate and efficient utilization of all resources required for field operations. I ensured that all personnel maintained the highest level of professionalism and their individual skills proficiency through routine inspections. I promoted a positive working environment by providing personnel with guidance and consistent communication.

Specialty Clinical ManagerI was responsible for the day-to-day functional supervision of the Specialty Clinic that staffed two Optometrists, two Optometry Technicians, one Family Medicine Physician, one Podiatrist, one Audiologist, two Registered nurses, and three employees. My clinic was responsible for providing Optometry, Physical Examinations, Audiology services, and Podiatric Care to a patient population of 8,000 enrolled beneficiaries within the Metropolitan District of Washington, DC. Podiatry Case ManagerI was charged with re-opening the Podiatry Clinic that had been closed for two years and facilitating operations with no guidance on how to accomplish those tasks. Within two months, the clinic started receiving patients and within three months, a surgery patient wait list was established to provide timely surgical services to those patients who required it. Within one year from opening, the patient surgical wait time was decreased from six months to two weeks. I also was responsible for performing administrative and clinical duties such as maintaining the provider schedule, screening patients, assisting with minor procedures, and facilitating the continuum of care between my patients, the Walter Reed Army Medical Center, and the Dewitt US Army Healthcare Network. I ensured that the Clinic was clean and maintained strict adhereance to all hospital, Joint Commission, and OSHA guidelines.Director of Patient Access and ExperienceI established a rapport with the staff, patients, and visitors to learn and implement the most effective program(s) for the betterment of the patient and staff experience. I communicated findings to the Clinic Director and the appropriate healthcare team members for effective and positive change.

Performed difficult, skilled technical work assisting with the administration and supervision of an emergency medical services program and staff, responded to emergency calls on the Fort Leonard Wood installation, provided emergency medical services to Range Cadre and Initial Entry Training Students, and oversaw the preparation and maintenance of records and files. I supervised the work and activity of one Emergency Medical Technician assigned to my shift. In this position, I also performed quality assurance for our shift incident reports, maintained a shift log of work activities, provided performance counseling and technical guidance, responded to employee concerns, and oversaw vehicle and apparatus maintenance.I performed additional duties as an instructor of basic emergency first responder skills to a variety of individuals located on the installation on a monthly basis through classroom instruction and practical exercises. I was also responsible for the documentation of medical guideline compliance for an organization comprised of 250 employees