William Tseng Email & Phone Number

New York, United States

Astoria, New York

Operations Optimization• Bridged central and local field nurse recruitment efforts by prioritizing long-term vs immediate needs, formalizing procedures/documentation, and establishing consistent communication protocols so as to expedite onboarding• Enhanced company pandemic preparedness via employee engagement regarding booster status, formulation then implementation of a work-from-home plan, and submission of Covid-19 data in compliance with DOH policies• Aligned the expectations of on call operators, field nurses, administrative staff, and clients to maximize clinical coverage, head off complaints, and improve overall satisfaction during a period of staffing shortage

New York, New York, United States

HR Recruitment & Administration• Introduced student workforce recruitment to diversify incoming talent and participated in candidate search, resume reviews, interviews, and competency assessment to tailor available personnel to departmental needs• Identified and undertook reorganization efforts through staff promotion, discipline, termination, and transfer for seven teams across three sites to improve unit efficiency, productivity, and moral• Achieved near 100% Covid vaccination compliance by engaging in heart-to-heart conversations with employees, learning about their circumstances, and providing guidance that both showed empathy and followed scienceBusiness Development• Jumpstarted the Biologic Treatment Center productivity nine fold by mapping out existing workflow, identifying staffing/task gaps, negotiating resource reallocation, and establishing “look backs” to ensure system integrity• Increased the booking of annual visits through a collaboration with IT to automate electronic reminders and a staffing reallocation to the Scheduling Team to ensure the timely conversion of requests to appointments• Convinced leadership to expand an allergy testing program via the inclusion of PAs as service providers through the synthesis of a profitability analysis taking into account commercial reimbursements and costsProject Management & Implementation• Created standard operating procedures/quality assurance checklists for all working groups that improved such KPIs as daily average of answered calls by 10% and monthly revenue recovered from insurance denials by $7,000• Modernized clinical workflows during the pandemic by incorporating telemedicine into physician templates and integrating infectious control guidelines into in-person practice operations • Optimized short-term provider schedules and long-term staffing recruitment through the design of a space model that showed location/duration of each physician practice and identified bottlenecks vs downtime

Admissions• Assessed the candidacy of over 100 applicants a week by using established admissions criteria and departmental inputs to guarantee the timely formation of quality student cohorts for 16 graduate programs

Greater New York City Area

Admissions and Marketing• Administered the 2019 admissions process by summarizing student profiles and enabling a seamless coordination between faculty and administrative staff to ensure a thorough review of over 300 applicants• Presented weekly updates on the formation of the 2019 student body during the admissions cycle to identify opportunities where faculty can conduct individual outreach to maximize student acceptance and retention• Streamlined the admissions procedures by soliciting faculty and staff feedback on standardizing the application evaluation parameters so as to minimize discrepancies in the student admittance decision • Built an alumni database and formalized a list of over 150 advocates to power an email marketing campaign that bolstered the number of 2019 applicants and improved program awareness at local medical institutions• Crafted a 2020 marketing plan that includes search engine optimization, graduate school engagements, social media, email campaigns, and stakeholder outreach based on examining the performance of 2019 initiatives• Undertook two successful in-person recruitment efforts at professional conferences (Academy Health and ASHEcon) by aligning program vision and requirements with student interest to obtain over 50 leads• Organized 12 graduate school engagements—in NYC, upstate NY, MA, and NJ—via identification of key institutional stakeholders and implementation of advanced marketing efforts to maximize student turnout• Formulated a communications plan to provide timely responses to prospective student inquiries relating to program details, admissions requirements, application process/status/decision, student visas, and housing• Articulated departmental deficiencies in tracking the student life cycle (from a lead to an alumni) in a Statement of Need to achieve faculty buy in on allocating resources towards IT solution implementations

Greater New York City Area

Supply Chain Management• Formulated financial analyses for products with a combined system impact of $1.8MM in cost savings and presented the findings to Value Analysis to guide the decision-making process for product introduction• Outlined the process of system-wide product introduction via a roadmap that became the centerpiece of a weekly stakeholder conference to identify distribution delays, propose solutions, and enforce responsibilities• Coordinated group think sessions along with deep data dives to uncover cost reduction opportunities and articulate individual visions into actionable proposals that became part of the 2019 Savings Initiatives

Greater New York City Area

Finance and Operations• Oversaw milestone management of annual budgets for twelve unique departments (from $1MM to $22MM in revenue) by developing an intimate understanding of each group’s year-over-year clinical operations• Created a provider contract database that highlights relevant details to enable timely performance review versus predetermined targets and execution of contractual obligations such as incentive distribution • Introduced tailored solutions to troubled practices by engaging in current state modeling, analytical evaluation of corrective actions, and final execution at both the departmental and individual provider’s level• Collaborated with multiple institutional stakeholders to redesign a provider onboarding process that situated over 1,500 clinicians in three years and reduced post-start billing delays by thirty daysManagement and Leadership• Aligned the strengths of available personnel with project needs to better distribute workload during a period of staff shortage so that timely completion of assignments continued to contribute towards optimized decision making• Spearheaded a six-member bi-weekly task force staffed with both mid-level and senior leadership to identify cross-departmental concerns, engage in task distribution, and centralize best practices• Chaired a reoccurring EPIC EMR implementation workshop fostering IT/department collaboration via upholding set goals and individual accountability to meet necessary deadlines for a successful launch• Ensured the uniform communication of information through both internal and external constituencies to achieve 100% compliance over 1,300 providers in obtaining their enhanced malpractice coverage

Greater New York City Area

Budget Developement• Contributed detailed analyses towards a three-year departmental development plan that paired forecast of physician and practice expansions with relevant expenses in a budget that grew from $6.5MM to $11.2MM• Fine-tuned expense management in such activity-dependent areas as employee salary funding and OTPS via careful tracking of faculty growth projection and budget versus actual comparisonPerformance Reporting• Constructed fiscal dashboards for each physician’s practice by correlating monthly revenue trajectories with billing/collection patterns to support operational decision-making and corrective recommendations• Addressed the chronic problem of open patient encounters by creating reoccurring reports that sorted each physician’s share to enforce closure rates and accelerate $10,000 worth of monthly departmental revenue• Created punctuality and attendance metrics for all hourly employees to demonstrate performance improvement/decline over time, tackle trends of absenteeism, and recognize colleagues for their commitmentMarketing and Communications• Oversaw the recruitment effort of graduates—including job description creation, application review, and interviews—to staff a marketing campaign aimed at bolstering departmental outreach initiatives• Designed and implemented training for the MyChart Enrollment Pilot that surpassed a target of 500 recruits in its first month and served as a liaison between patients and staff to enhance overall visit experience• Improved the attendance of Dermatology’s annual Skin Cancer Screening by 10% by guiding student marketing recruits to engage such diverse information channels as community centers, radio stations, and social media

Greater New York City Area

System and Process Integration• Organized the market research, vendor selection, and multi-party installation effort necessary for a smooth rollout of the ML24000 UVA1 unit that enhanced the efficiency and diversity of phototherapy treatments • Directed a three-month long department-wide PC upgrade with vendor and Cornell IT that involved harmonizing various schedules to ensure continuity of care as well as maximum operational capability• Accelerated the adoption of the SAP Business Intelligence module by building program shortcuts, sharing lessons with colleagues, and escalating technical issues to the Executive Steering CommitteeSupply Chain Logisitcs• Simplified clinical supply chains by identifying fundamental key products through the examination of purchasing and utilization data to deliver $19,000 worth of annual departmental cost savings• Leveraged Cornell Purchasing and vendor contacts in a three-month campaign to establish reasonable pricing plus distribution logistics as part of Dermatology’s cosmetics network expansion across Manhattan

Greater New York City Area

Mba, Marketing And Human Resources, Cumulative Gpa - 3.91

Mph, Healthcare Management And Policy

Ba, Public Health