Lifespan, a comprehensive, integrated, academic health system with The Warren Alpert Medical School of Brown University. Lifespan's present partners also include - Rhode Island Hospital's Pediatric Division, Hasbro Children's Hospital; Bradley Hospital; Newport Hospital; Gateway Healthcare; Lifespan Physician Group; and Coastal Medical.

Yale Clinical Optimization Services (YCOS) was founded in December 2014 with the goal of improving the patient and physician/provider experience at Yale Medicine. The team works with departmental and sectional leadership as well as Yale-New Haven Hospital to: 1) Identify opportunities for increased efficiency, 2) Ensure implementation of Yale Medicine Practice Standards, and 3) Share strategies across ambulatory practices. Provide operational leadership while serving as strategic partner to senior School of Medicine leadership. Responsible for the operational success of the YCOS team from the onset. Oversee finance and administration functions, ensuring optimal and cost-effective use of resources. Guide team within numerous departments including: human resources, marketing, finance, academic affairs, hospital, IT, and ambulatory practice operations.• Created solid partnerships with Department Chairs and Section Chiefs to optimize/maximize clinical operations to meet patient, faculty, and staff needs. Substantial improvements were made in departments in; standard operating procedures, patient safety, access, sharing strategies across departments, breaking down silos/barriers, building relationships, enhancing communication, and controlling cost.• Exclusively responsible for the oversight of all department /section assessments and outcomes. The YCOS team can be actively engaged in over 10 different areas (department and/or section) at a given time.• Assessed faculty financial and productivity data in comparison to Vizient benchmarks. Presented recommendations to senior leadership to maximize productivity via enhancing access, and E&M billing via coding education. • Via servant leadership, collaborated and built confidence with Chairs and Section Chiefs to support the departments clinical, research, and education vision within the assessment engagement.

Administrator: Department of Internal Medicine - Section of Digestive Disease and Hepatology.• Administrative leader for Digestive Disease and Hepatology clinical outpatient clinic for Yale University School of Medicine. Plan, direct and control the business affairs and administrative functions for the section. Participated in the formulation of strategic planning with Section Chiefs and directed the implementation of planning decisions.• Provide daily administrative leadership and direction for world renowned academic, research, and patient centric physicians / providers in Gastroenterology and Hepatology.• Solely responsible for the daily direction of 25 clinical/technical union 34 staff.

Clinic Director; M Health Fairview Clinic; Fairview Health Services, Maplewood, MN (October 2010 – January 2013)Administrative Director of M Health Fairview Clinic which encompasses; Dermatology, Endocrinology, Rheumatology, Podiatry, Allergy and Asthma, Audiology, Clinical Psychology, Otolaryngology, Internal Medicine, Family Medicine, Pediatrics, Radiology, Laboratory, Midwifery, and Clinical Messaging departments.• Exclusively responsible for 30 clinicians and 90 clinical support/business operations staff.• Implemented and educated all clinic staff in Value Based Improvement (VBI) methodology. The use of VBI helped eliminate waste in current workflows resulting in improvements in patient care and staff morale. • Director selected to lead and redesign the Allscripts; (electronic medical record) Clinician Order Entry process. New processes enhanced patient flows by allowing clinicians to accurately document the clinical visit and improved coding (days out) from an average of 12 days to 3 days. •In partnership with the Maplewood Clinic Site Medical Director, led the M Health Maplewood Clinic to achieve a status of a Certified Health Care Home in 2012 as depicted by the Minnesota Department of Health.• Developed and implemented processes and policies across the patient care continuum and business operations units that achieved system goals;o Minnesota Clinical Quality measures; improved from achieving 2 out of 10 quality measures in October 2010, to January 2013; 8 out of 10 quality measures being met.o Clinic financial margins improved by 52% since October 2010 by the evaluation of clinical, production, and operational workflows.• Converted RN Triage care model to a Clinical Messaging Team (CMT) workflow model that improved turnaround for patients calling in to the clinic from hours to minutes.

Director; Business Operations; M Health Fairview Ridges Hospital, Fairview Health Services, Burnsville, MN (2008 – 2010)Administrative Director of Business Operations; primary focus in revenue cycle management, admissions, denial management and customer service.Responsible for providing strategic vision and execution of strategic plans for business operations within the department and hospital.• In conjunction with system leaders and Epic professionals, led Fairview Health Services in the implementation and design of new electronic medical record system. Played a vital role in the design of revenue cycle and patient centric Epic workflows. • Responsible for working with all Fairview Ridges departments in denial management and creating new processes to improve and/or alleviate denials resulting in increased revenue flow for the system.• Co-Chair Fairview Foundation Campaign 2009, Chair Fairview Foundation Campaign 2010• Responsible for the implementation of large-scale initiatives including;o Participation in the analysis and implementation of a revenue cycle redesign that impacted staffing, tools, processes, and policy across the entire hospital system which resulted in a reduction in AR days and increased cash collection.o Coordination, planning and implementation of a departmental reorganization which resulted in improved workflows, increased patient satisfaction and real dollar staff savings.o Implementation of Point of Service collections in the Emergency Room and throughout the hospital, resulting in an average of $160,000 increase in revenue per month.o Implementation and management of Search America software to improve the productivity of the financial counseling process for staff and patients.o Implementation of HealthPay24 software to improve all aspects of Point of Service collections within the hospital.

Manager; Non-Invasive Cardiology; Park Nicollet Methodist Hospital; Park Nicollet Health Services, St. Louis Park, MN (2000- 2008)Manager; Non – Invasive Cardiology which encompasses; EKG, Nuclear Cardiology, Echocardiography, Computed Tomography, and Magnetic Resonance Imaging departments.• Manager responsible for non-invasive cardiology services at 5 clinics in the Minneapolis metropolitan area. • Educated and trained in all aspects of Lean methodology. Used Lean (Rapid Process Improvement Workshops; RPIW) in the development and improvement of numerous clinical / business processes. • Along with hospital leadership, attended advanced Lean training at Genie Lift Inc. in Seattle, Washington. Training composed of a weeklong training on the factory floor, classes, and a formal presentation to Lean and Genie Lift Inc. leadership.• Developed financial analysis, implemented equipment/workflows for the expansion of CT, MRI, Nuclear Cardiology and Echocardiography services at Park Nicollet Methodist Hospital and Park Nicollet clinic sites.• Liaison between the cardiovascular hospital practices and referring physicians. Developed initial and follow-up systems to improve communication between the cardiologist and primary care physician, internally and externally.• From 9/00 to 6/2008, increased Non-Invasive Cardiology gross charges over 200%.• Selected as one of ten Steering Team Members for the new Park Nicollet Heart and Vascular Center. Worked jointly with architects, administrators, and steering team members to design and build new $90 million dollar facility.• In partnership with lead Interventional and Non-Invasive Cardiologists; developed clinical workflows for cardiac CT, MRI, and Nuclear SPECT/CT service lines. Key department lead in developing charge capture / coding processes for new cardiac focused CT and MRI units.

Dedicated Nuclear Medicine Technologist focusing on all aspects of nuclear cardiology.Worked independently to provide safe and accurate nuclear cardiology exams to all patients.Managed all aspects of medical data and insurance documentation to ensure accuracy and profitability.Worked closely with cardiologists to expand nuclear cardiology services and help gain market share.

• Daily coordinator responsibilities for nuclear cardiology stress testing.• Nuclear medicine experience (adult and pediatric inpatient and outpatient); i.e., portable nuclear medicine inpatient exams, whole body bone, 3 phase bone, thyroid uptake/scan, renal, hepatobiliary, ventilation/quantitative perfusion lung, parathyroid, gastric emptying, MUGA, cardiac perfusion, brain death, and lymphoscintigraphy exams. Extensive nuclear pharmacy experience. • PET (Positron Emission Tomography) clinical diagnostic exams. Exams correlating with metabolic activity and detecting conditions such as nervous system abnormalities, epilepsy, and some cancers.• Performed 24 hour On-Call clinical duties for Barnes-Jewish & Children's Hospitals.• Computer processing/analysis of nuclear medicine / PET studies. Nuclear medicine / PET clinical research studies. Instrumentation quality assurance, radio-immunoassay.