Serve as a strategic leader for cross-functional Clinical Operations and Patient Care teams. Mentor and coach department heads and medical staff in the standardization of hospital procedures, development of efficient command centers, optimization of patient flow, and the implementation of quality improvement initiatives. Committed to instilling Lean Healthcare principles across all departments, fostering a culture of continuous improvement, and ensuring the successful execution of projects that consistently enhance patient outcomes, safety, and satisfaction. Oversee budget management, regulatory compliance, and the integration of cutting-edge healthcare technologies to drive operational excellence and maintain the hospital's position as a leading healthcare provider.Selected Highlights:✓ Spearheaded the development of an innovative implementation methodology, reducing time-to-market by an impressive 32% and consistently delivering outstanding client outcomes within a rapid 60-day timeframe.✓ Orchestrated a transformative initiative that led to a notable 32% reduction in Emergency Department (ED) boarding hours, even amidst a challenging 22% increase in ED visits at a prestigious Academic Level 1 Trauma Center.✓ Achieved a remarkable 39% reduction in the "Left Without Being Seen" rate at a Level 1 Trauma Center by implementing highly effective discharge management strategies, thereby ensuring timely and efficient patient care.✓ Continuously collaborated with clients to identify pain points and tailor solutions that not only met but exceeded their expectations, fostering long-lasting partnerships and client satisfaction.

In this role, I oversaw various departments, including Safety, Security, Emergency Management, Facilities, a Command Center, and a Process Improvement Team, ensuring streamlined coordination. I managed facilities across a network of over 100 locations, encompassing hospitals, clinics, and outpatient facilities. My focus was on optimizing patient care, enhancing security measures, and efficiently managing facility operations.Key Achievements:✓ Optimizing Patient Care: Achieved a remarkable 15% reduction in Length of Stay (LOS), a 12% decrease in "Left Without Treatment" incidents, and eliminated "empty-bed" time, resulting in an annual bottom-line impact of $9.2 million.✓ Strategic Leadership: Established mission command centers for patient flow, emergency management, and security, enhancing overall preparedness and efficiency.✓ Continuous Improvement: Introduced Lean Green Belt training and Leadership Training programs, fostering a culture of continuous improvement.✓ Financial Planning Accuracy: Implemented a financial modeling and forecasting system that improved financial planning accuracy and resource allocation for a 10-year planning model.✓ Advanced Security: Established a security command center with AI and facial recognition for proactive threat detection during high-profile events

As Vice President of Performance Improvement, I specialized in optimizing patient flow within healthcare systems to enhance efficiency and satisfaction. My role involved healthcare consulting, with a focus on patient flow and throughput optimization. I partnered with hospitals across the United States and the United Kingdom, providing strategic guidance on patient flow strategies, operational efficiency, and the utilization of Teletracking's EDS transport assignment platform. My work centered on collaborating with hospital command centers, engaging with healthcare professionals, and implementing solutions aimed at elevating patient care.Key Achievements:✓ Enhanced Patient Flow: Designed and implemented Patient Flow Command Centers in healthcare facilities across the United States and Europe, leading to reduced wait times and improved care quality, ultimately boosting patient satisfaction.✓ Financial Impact Assessment: Developed an innovative online assessment model in collaboration with the CFO, enabling clients to measure the financial impact of Teletracking's solutions on their operations. This tool provided valuable insights into gains in capacity, return on investment (ROI), and other critical factors.

Jackson Health System is a non-profit integrated network. Jackson Health System consists of its centerpiece, Jackson Memorial Hospital; multiple primary care and specialty care centers; two long-term care nursing facilities; six Corrections Health Services clinics; a network of mental health facilities; Holtz Children’s Hospital, Jackson Rehabilitation Hospital, Jackson Behavioral Health Hospital, Jackson North Medical Center and Jackson South Community Hospital. Jackson's Ryder Level 1 Trauma center has earned numerous awards. Responsible for leading a team to drive top tier performance in Quality, Customer Satisfaction, and Financial performance. ✓ Reducing the average length of stay by two days, freeing up capacity to generate $19.3M in NPSR. Transformed a 60-minute patient registration process to six minutes. Lowered the Request to Occupy time by over 50%, leading to reduced burnout among ER caregivers.✓ Working with physicians, optimized clinical workflows for behavioral health patients. Lowered the assessment time by 45% and created a separate pharmacy entrance for behavioral health patients that reduced Emergency Department volume by 25%.✓ Recognized for achieving a national best practice for room turnover time of 45 minutes, as well as a lab turnaround time of 45 minutes from lab order to delivery of results.

Central Florida’s only Integrated Health System with 950 beds which include nationally recognized Health Plans, large multi-specialty medical group and extensive outpatient services. Render executive leadership to the network to ensure consistent delivery of uncompromised safety, exceptional quality, memorable customer experience, and record-setting financial performance by leading and implementing Lean operational performance improvement initiatives. Direct the operations of the Environmental Services, Transport, and Food and Nutrition of four hospitals. Facilitate the integration of Lean to organizational strategic plans, which includes initiating training, providing continuous education, and guiding all associates. .✓ Made significant contributions in mitigating the Emergency Department Request to Occupy time of 320 minutes to 67 minutes.✓ Implemented multiple projects to reduce overall length of stay at 550 bed level II Trauma facility from 5.75 to 4.4 ✓ Designed and implemented Centralized Patient Logistics for Integrated Delivery Network that drove transfers up from 180 to 360 per month✓ Presided over Lean and Six Sigma training for 6500 executives, associates, and physicians✓ Mitigated discharge window from 9.25 hours to 1.8 hours across the network by standardizing the discharge process✓ Closely collaborated with the Florida Institute of Technology (FIT) to enhance customer experience to the top 10%✓ Pioneered the implementation of more than 240 projects to reduce cost per adjusted discharge by 12.3%✓ Successfully attained a 4.45/5.0 on Gallup Associate Engagement 85% response rate✓ Eliminated over $300M in waste from system while improving quality outcomes and customer satisfaction

Southern Arizona’s largest non-profit Catholic healthcare system with a focus on transforming health care by offering advanced quality and excellent service. Directed project operations for cost saving and revenue improvement initiatives exceeding $75M. Coordinated with associates to support the implementation of innovative enhancement plans to various departments. Established a Lean and Six Sigma culture for 4 hospitals and 20 medical group offices, which included facilitating training and leading projects across the network. ✓ Determined areas of opportunity for process improvement for the Emergency Room, thus decreasing wait time from 2.5 hours to less than 60 minutes✓ Played a major role in the Blood Management Project to surpass cost savings goals in year one and reduce blood usage from 22K to 17K units per year✓ Expedited registration time by 8 minutes per incident across the network✓ Enhanced the utilization of pre-admission testing while enhancing customer satisfaction and pre-service collections from 22 patients per day to 55 patients per day, 85% total utilization

Largest privately held manufacturer and provider of services in the world. Rain Bird has been awarded more than 450 patent including the first one in 1935. Rendered expert oversight to the operations of the largest plastic injection molding plant, which included overseeing engineering, materials, quality, production, and supplier management operations. Took charge of training, qualifying, and certifying Asian suppliers.

Promoted to drive continuous improvement at Rain Bird’s largest plastic injection molding facility. Accountable for exceeding productivity targets in the Quality Group. Responsible for all relationships with suppliers and customers including qualification, corrective actions, and qualifying of new tools coming into manufacturing plant.

Accountable for meeting quality, safety, and operational goals for an international organization. Lead eight sites in forecasting, process improvement, production, cost reduction / avoidance, and safety initiatives. Participate in the development and launch of new products. Oversee international standardization and serve as a key resource in directing Kaizen events worldwide. Conduct supplier audits domestically and internationally.

Accountable for bottom-line directives of a multi-million-dollar international organization. Oversaw profit and loss activities encompassing the areas of business development / expansion, sales, forecasting, strategic planning, marketing, product research / management, production, quality, and key account relations.

Assisted clientele in meeting key performance indexes through project management, process control, and professional consulting. Orchestrated directives encompassing throughput, staffing, training, and process improvements among senior executives, engineering, general management, and employee teams. Performed cost analysis, standard crewing, troubleshooting, root-cause analysis, standardization, and downtime reduction strategies.

Drove sales and managed 34 stores within a two-state territory for a Fortune 1000 manufacturer of high quality windows and doors. Cultivated and established customer accounts by conducting a comprehensive needs assessment / analysis and providing a list of quality solutions to meet requirements. Served as a central point of contact between senior management staff, regional buyers, store management, and department heads. Facilitated employee training and development initiatives.

Accountable for budgeting, cost analysis / control, and total quality management. Hired, trained, scheduled, reviewed, and supervised 45 production employees throughout 15 cost centers. Provided leadership to Kaizen team responsible for production costs, meeting customer requirements, handling unit cost analysis, and staffing for business cycles.

Trained by Human Resources consulting group in hiring process for manufacturing team members. Traveled to three locations to hire and recruit selected team members while working on Masters Degree full time.