Focused on advancing, implementing, and driving the integration and portfolio development efforts of Enterprise Services' new business acquisitions and partnerships through enduring performance-oriented relationships. The business models utilized help increase enterprise-wide value to meet both immediate and future goals by optimizing processes, expanding capabilities, and advancing levels of innovation.• Optimize: enhance processes, streamline operations, and improve patient experience• Expand: add new capabilities and scale-up existing ones to transform care delivery while maintaining quality and profitability• Advance: elevate the quality and precision of care delivery by advancing the level of innovation

Practical is a Management Consulting organization providing Business Transformation and Operational Excellence services. Starting with rolling up our sleeves and sharpening our pencils, we will empathize and relate to your challenges. Through partnering, we will transparently sort and prioritize opportunities. Together, we will develop and implement strategic plans to transform your business and operationalize excellence. We are here to lead you through the chaos, taking complex issues and breaking them down into simple, manageable steps or milestones as you journey along your path.

Directed clients to deliver the most competitive and effective experiences for their customers through contract proposals and statements of work. Delivered exceptional business outcomes by providing end-to-end services, helped clients create blueprints for future success, and identified the leading technology addressing generational shifts.• Facilitated Request For Proposal (RFP) processes, inclusive of requirements identification, supplier sourcing, proposal scoring, and recommendations.• Developed Statements of Work (SOW) in support of client opportunities.• Developed and refined programs and project assets.

Facilitated change management and process improvement events through various methodologies. Collaborated closely with C-Suite, Executives, Service Line Leaders, and Care Team Members across Perioperative, Revenue Cycle, Patient Access, Supply Chain, Digital Health, and Provider Onboarding areas to implement opportunities supporting Joint Commission accreditation.• Possessed ownership for a specific set of process groups and coordinated improvement activities for those processes.• Identified and resourced process improvement activities in areas of responsibility.• Drove strategic planning activities to organize enterprise resources.

Conducted client-facing, consultative services to Executive Leaders and teams, including Perioperative, Acute, Critical, & Trauma, Anesthesia, Children’s Hospital & Women’s, Laboratory & Pathology, Oncology, Neurosciences, Radiology, and Specialty Surgery Integrated Centers of Clinical Excellence, and served as their lead liaison for Information Technology services.• Advocated for informatics and analytics at the executive level and disseminated the importance of it throughout the enterprise.• Developed innovative analytical solutions alternatives to address specific business objectives for their assigned operational leaders/business units.• Assisted in the creation of innovative solutions that maximize one or more of the following: family and patient satisfaction, clinical/quality outcomes, patient safety, service quality, physician satisfaction, employee satisfaction, or financial performance.

Lowcountry Aquatic Project Swimming (LAPS) is a swimming initiative targeted at teaching life-saving swim skills to all K-1st grade children in the Charleston area by building a community of swimmers who can enjoy the environment in which they live. LAPS helps underserved children in diverse communities by providing free transportation, instruction, and swim aids for the learn-to-swim programs.• LAPS currently serves 14 schools and 1,400 children and has CPR, First Aid, and Swim Lessons University certified instructors. • Following the Charleston County School District (CCSD) academic calendar, lessons are taught in eight (8) thirty-minute sessions with the children. • Through a 4:1 child to teacher ratio, a proven curriculum, and data collection based on each student's skill achievement, we demonstrate the tremendous progress our children make towards becoming safe, happy swimmers!

Led organizational and cross-departmental performance improvement events and projects through Lean, Six Sigma, and other process improvement approaches to problem-solving. Worked closely with Service Line Leaders, Physicians, and Clinical Staff to establish and drive a culture of continuous improvement throughout service lines. Played a key role in improving processes across the continuum of care, improving service to Patients, Physician Partners, and Employees.• Supported service lines in achieving tactical and strategic goals by leading cross-functional teams through operational improvement initiatives resulting in improved operating efficiencies.• Led cross-functional teams including leadership, physicians, nurses, and patients to gather data, observe operating procedures and workflow, perform time studies, and analyze data to create recommendations for process improvements.• Coordinated improvement events and follow-up activities for assigned redesign implementation.• Trained, coached, and facilitated improvement efforts of redesign teams using the principles of Lean and Six Sigma.• Worked in partnership with assigned service lines, and teams to develop Lean strategies and ensure adherence to the system Performance Improvement standards and principles of Lean.• Coordinated and integrated services with other departments in a collaborative approach.• Facilitates a high level of accountability and attainment of measurable outcomes.• Conducted needs assessment, planning, implementation, evaluation, and sustainment of change to meet organizational business objectives.• Developed and delivered presentations, reports, and other forms of communication to communicate proposals, initiatives, and updates.

Supported complex, outcome-based opportunities while managing requests and triage processes. Collaborated closely with GE Healthcare US & Canada Executives, Account Community, Product & Service Management, and Pre-Sales Solutions Architects.• Supported opportunity definition, qualification, advisory, and alignment.• Coordinated and standardized commercial assessment approach to define client needs through interacting with the Account Community and Product and Service Management.• Created and managed a central catalog of capabilities and templates.• Aligned and engaged key stakeholders for solution development.

Managed all processes, including both new client implementations and existing client operations, resolving and/or providing guidance for issues and risks escalated by the Implementation and Operations Leads or through monitoring client dashboards, requiring frequent cross-functional team interactions for customers across academic medical centers, pediatric facilities, community hospitals, integrated health care delivery networks, and non-acute health care providers.• Reviewed new contracts to identify terms or requirements having a material impact on implementations and ongoing operations.• Interfaced with internal and external stakeholders to ensure processes met stated timelines and objectives.• Documented business processes and built use cases for new functionality and integration.• Collaborated with Implementation and Operations Leads to manage the portfolio of active and pipeline customers.• Ensured regular reporting on Client portfolios, including key performance indicators (KPIs) and mitigation strategies.• Proactively communicated on operational status and issues/risks to internal and external stakeholders, specifically including escalation protocol for client-related issues.• Identified bottlenecks throughout operational processes and worked with Implementation and Operations Leads to reallocate resources as required.• Handpicked for high-profile teams, including developing, implementing, training, and administering Enterprise Work Management software.

Managed analytics departments consisting of business and data analysts, both onsite and remote, supporting episodic and recurring customers across hundreds of facilities, reducing aggregated processing time from seven weeks to four weeks, significantly decreasing scheduled time to market for major products.• Provided project management services, effectively interfacing with executives and department leadership to mobilize commitment.• Lead teams to improve clinical and operational efficiencies and processes utilizing data collection, analysis, and validation, as well as customer interviews, focus groups, and action planning.• Focused on the identification and reduction/elimination of indefensible business rules by creating test cases to evaluate rules after gaining consensus among key stakeholders and subject matter experts.• Identified dependencies between various workflows for coordination purposes, minimizing rework.• Developed and introduced production schedules to internal and external customers, clearly explaining the workflows and dependencies.• Established and continually enhanced management tools utilizing key performance indicators to draw attention to projects with variation outside expected levels.

Implemented clinical and operational improvements with a focus on Emergency, Surgery, Diagnostic Imaging, Laboratory Services, and Patient Access departments, requiring content knowledge of hospital, clinic, and physician office marketing and operations, across more than 150 engagements of varying size, accounting for more than $10M in revenue.• Applied Lean Six Sigma methodology, as well as other GE leadership practices such as Change Acceleration Process and Work-Out™ to all projects.• Provided project management, specifically including effective interfacing with executive and department leadership to mobilize commitment.• Handpicked for high-profile teams and leadership opportunities, including GE Imagination Breakthroughs.

Provided program management support, including the development and implementation of market research, marketing, and business strategies for C-Suite, Executives, and Service Line Leaders.• Facilitated executive and physician interviews to understand and align strategies with business opportunities.• Conducted literature reviews to determine the most effective diagnostic venture, with responsibilities including assessing current conditions, future alternatives, and financial analyses.

Provided program management support, including market research, solution development, planning, and staffing for implementations of business and information technology strategic plans for multiple Federal agencies.• Provided performance management services to determine effective options and alternatives for operations, with responsibility for assessing current conditions, future alternatives, and cost/benefit and business case analyses.• Provided project management services, including a comprehensive review of a shared services environment to determine the most effective alternative for operation in a consolidated environment.• Delivered management consulting services, including national center support and operation planning, strategic planning, process management, and re-engineering planning and implementation.

Delivered a wide range of consulting activities for software design, development, and implementation, in addition to training and deployment for domestic and international clients.• Delivered project planning, including the identification of critical resources with skillsets related to a web-based architecture.• Performed analysis and design, including understanding functional requirements, identifying, and resolving requirements that conflict with existing application frameworks, creating design deliverables, and overseeing development to ensure functional requirements were met.• Executed build responsibilities, including the transition of design deliverables to developers, and performing code reviews to ensure appropriate functional behavior.• Provided identification of issues that could affect product delivery, timely status reporting, effective communication, and the transition of deliverables and functional knowledge.