•Develops and oversees strategic planning process and tracking of major philanthropic initiatives across the country in 5 regions•Facilitates and leads implementation of complex projects across 30+ teams with national reach

•Teaches "Leadership and Collaboration" coursework to Master's of Public Health (MPH) graduate students at USF's Orange County campus.

•Led the enterprise project management office for organization-wide projects and provided oversight of new clinical programs and facilities, strategic assessments, and task forces to improve and enhance operations•Partnered with C-Suite executives and senior leaders to assess and execute complex, strategic-level initiatives, with experiences presenting in front of management, physician groups, and Board•Developed enterprise governance models to streamline project demand management, assess requests, and best allocate available resources•Managed the enterprise project management team and provided mentorship and skill-building opportunities to both team and other leaders across the organization•Employed and espoused project management, Lean methodology, and change management principles•PMO project work portfolio includes: Mental Health inpatient unit opening, Autism Center opening, Nuclear Medicine opening; assessment and improvement work in badging and visitor services, high cost specialty medications, outpatient scheduling and access, inpatient access, business intelligence, support of enterprise master plan strategic planning, vendor management of consulting engagements

•Executed performance improvement and project management to the office of the COO, with responsibilities in PMO development and project support for senior leadership.•Spearheaded the Operations Performance Improvement department and its development as an internal consulting division. Lead the expansion of staff, standardization of tools, and identification of department growth opportunities. Recruited and mentored interns and junior staff.•Responsible for launch and roll-out of an organization wide Lean program, with involvement in project selection and prioritization, portfolio management, curriculum design, and communications.•Led the creation of a strategic Access Center from idea conception to implementation, a department developed for rapid acceptance, placement, and transport of patient admissions from referrals. Resulted in a 3x increase of direct admit patients, while reducing number of delayed and missed admissions.•Directed project to decrease OR turnover time for back-to-back Spinal Fusion procedures. Outcomes include potential revenue identification of $486,000, 46% decrease in patient wait time, 20% decrease in turnover time, 14% increase in on-time starts.•Managed multidisciplinary emergency crash cart improvement project. Resulted in elimination of $86,000 in wasted supplies, standardization of carts, and enhanced education and training programs, benefiting patient safety.•Directed implementation of a patient flow system with modules in physician referral, bed management, environmental services, and physician on-call scheduling. Responsible for all aspects, including change management and training for 1000+ users across 20+ departments.•Conducted various discharge and throughput projects across hospital inpatient and ED settings, affecting length of stay, discharge effectiveness, and decreased triage times.

•Managed 5 teams in a >$20M implementation for multi-state 7-hospital system, overseeing 23 team members and 6 vendor contacts, with responsibility for the HIM, CDM, billing/claims, and contracts. •Conducted an operational current state assessment and future state visioning for a new clinical information system for a 22-hospital system. Presented assessment results two 3-day client sessions with over 300 clinicians in attendance.•Created high-level initial strategic plan for a county academic medical center, providing strategic benefits and representative cost-benefit analysis for a clinical information system.•Led assessment and IT system selection for a $700M medical device company seeking a revenue cycle redesign. Conducted client interviews, developed selection criteria, future state sessions, issued RFI & RFP to vendors, and guided client through overall selection process.•Directed PMO activities for a clinical turnaround project for an academic medical center, working closely with leadership to develop a new project plan, resequencing of product modules, and managing high-risk project areas.•Led revenue cycle project assessment for a national multi-state integrated health system. Worked closely with regional Director to develop an integrated project plan and management on PMO activities, workqueue change processes, and metrics development.•Managed and coached staff in project deliverables, providing mentoring, counseling, and performance evaluations.

•Led client and team members in the database design, build, and testing of software products•Worked with various departments to design charge capture and clinical reporting workflow to Cerner system•Outlined project plan and data collection assessments for implementing software products •Consulted with client management to identify integration issues and review workflow processes•Developed educational materials and conducted training sessions for client