Corporate Support Services

Carilion Clinic is a not for profit health system located at the base of the Shenandoah Valley surrounded by the Blue Ridge Mountains, providing care in the clinic model (Mayo, Cleveland) for eastern Virginia with a strong research partnership with Virginia Tech. Responsible for resource management, strategic planning, and oversight of support services for 8 hospitals, with 280 practice sites, and 13,000 employees. In an environment providing innovative patient care through 700 physicians in 80 specialties, while still giving back to the community over $185 million in benefit yearly. As part of senior leadership it is incumbent to maintain high-quality outcomes using vision and goals in support of the mission and values of Carilion Clinic.

With expertise and experience in all areas of healthcare operations this premier healthcare consultancy firm’s success is built on prioritizing the client’s unique situation and goals. Their approach considers all inter-dependencies between functions within the organization resulting in unique and diverse business and operational solutions.As the team’s senior leader I was embedded within the client’s management structure. This role was accountable to increase performance in the most efficient cost structure to support the mission, prioritize the client’s resources, and deliver exceptional patient care.

Ascension- The Resource Group, Wisconsin The largest non-profit healthcare system in the nation with over 1900 facilities and $20B in annual operating revenue. The Resource Group is a transformation services organization that specializes in the area of non-payroll spend. They are a leader in Supply Chain Management and General Purchasing Organization.Established structure and provided leadership for a newly acquired Ministry in its transformation into Ascension. The Wisconsin Ministry is comprised of 23 hospitals, over 100 clinics, and a distribution center; the Ministry covers over 74,000 square miles. Responsible for planning, developing, leading, facilitating, coordinating, and implementing all actions needed to manage non-labor spend. As a newly acquired Ministry, priorities included building budgets ($423M supplies, plus $180M capital), filling key positions (both Resource Group and Ministry), and establishing relationships with key stakeholders in order to influence innovation and compliance. This allowed us to determine the best approach for controlling supply and non-labor spend through facilitation of utilization principals with physicians and clinicians while aligning with corporate strategy.• In the first year, able to reduce the supply budget by $60M through conversion to on-contract spend, consolidation of products and vendors, and implementation of new contracts.•Successfully transitioned two separate Enterprise Resource Planning systems over an 18-month conversion process to PeopleSoft. This business change initiative enabled standardizing processes, replacing information systems, and creating an efficient, cost-effective shared services environment. •Generated $1.3M in savings by transitioning out of the Distribution Center and back into the hospitals, thereby closing the facility and reducing staffing, creating a more efficient process flow.• Exceed purchased services savings goal of $710,933 by 340% with a final savings of $2,416,065.

Spearheaded profitability performance and operational optimization, managing 15 direct employees and 250 staff members across 6 business lines. Engineered, built, proceduralized, resourced, and staffed a new $10M manufacturing plant as a startup division. Direct responsibility for production, quality control, operational planning, resource management, and compliance. Ownership of P & L activities, which exceeded financial goals. Developed a solid management team that proactively sought new opportunities, continuous improvement, and market advantages through competitor analysis. Developed and monitored performance metrics. Realigned company structures. Negotiated and integrated contracts.

Directed business operations in quality control, procurement, and consumer interaction. Oversaw human resources activities ranging from talent development to staff recruitment / retention. Designed training programs, eLearning, and seminars. Evaluated staff performance and ensured learning practices translated into business results. Managed and cultivated vendor relations. Headed production throughput and improvements.

Hands-on management style directing continuous improvement, quality control, resource management, and innovative manufacturing methods.