Experience

• University of North Florida

  Adjunct Professor

  Utilize professional healthcare expertise to create an engaged learning environment. Instruct traditional and online courses in U.S. Healthcare Systems, Healthcare Human Resources, and Quality Management in Healthcare. Provide students with the academic background to comprehend the delivery mechanisms, financial resources, future growth and direction of healthcare, and application of quality management concepts, tools, and techniques common in the health services industry.

• HCA

  Division Director

  Oversee and manage the clinical and operating performance, client-relationship management, and P&L for fourteen (14) hospital-based pathology programs. Lead twenty-six (26) employed physicians and staff to standardize operations, provide high quality care, and implement growth initiatives. Implement operational execution to maximize revenue integrity, efficiency, volume, and patient/physician satisfaction for program implementation. Champion a leadership style that prioritizes customers and employees by promoting a corporate culture that values productivity, client service excellence, and quality patient care.
  
  KEY ACCOMPLISHMENTS:
  
  • Reduced operating expenses by $1.2 million, increased EBITDA by $954K in 2017 and 197% in 2018; instrumental in delivering double-digit growth and successful record of accomplishment of evaluating, restructuring, and improving revenue and key financial and operating metrics.
  
  • Significantly increased market share by 40% and successfully planned and implemented eight (8) hospital-based programs; conducted staffing analysis and financial projections to drive the strategic direction.
  
  • Implemented Key Clinical Initiatives and programs – Sarah Cannon Breast TAT & Patient Pathways, Transfusion Utilization Review (TRU) / Blood Utilization, Physician Satisfaction Survey, Surgical Pathology Reporting, and Clinical Consultations to meet performance goals.
  
  • Lead strategy to advance the care of patients and growth of Key Performance Metrics. Initiated and strengthened the collaborative relationships with both our internal and external stakeholders.
  
  • Develop and execute physician contracts and contract strategies, establishing a quality-based network of providers to serve and exceed the needs of our clients.
  
  • Ensure programs and staff adhere to “Code of Conduct” and “Mission and Value Statement” philosophy and comply with regulations, policies, and company bylaws to ensure an ethical work environment.

• HCA

  Practice Manager II

  Managed two medical clinics and lead a 10 member team of medical and administrative staff. Structured work flow processes and organizational resources to meet business goals and quality improvement initiatives. Oversaw annual 1.5 million P&L, cost accounting and budget metrics. Implemented clinical reporting, and long-term strategic and capital planning designs. Developed, evaluated, and monitored organizational productivity, revenue/expense, and daily volume analysis; conducted charge projections and contractual allowances.
  
  KEY ACCOMPLISHMENTS:
  
  • Initiated, negotiated, and implemented a $2.5 million contractual agreement with a large utility company to manage a medical clinic serving 3,000 employees.
  
  • Directed a strategic planning committee; analyzed population and employer demographics and key metrics to expand occupational medicine and primary care business lines.
  
  • Increased overall EBITDA 15.5% and 11.4% per provider FTE. Decreased average AR days by 22 days. Increased cash collections 38% and clinical visits 16%.
  
  • Identified over $57K of operational savings in first year, including 10% labor margin reduction. Optimized human resources by developing productivity systems to increase patient volume.
  
  • Increased client satisfaction rates 12% by leading cross-functional clinical and administrative staff members and building a strong and supportive team.
  
  • Prepared and analyzed complex budgets, devise appropriate capital financing for capital acquisitions, and identified spending patterns to project future expenditures.
  
  • Cultivated excellent long-term relationships with clients, maintained ongoing communications and facilitated business solutions.

• ORBIS International

  Flying Eye Hospital Director

  Executive Team member accountable for the strategic leadership of the world’s only Flying Eye Hospital – an innovative teaching facility and ophthalmic surgical center. Led the clinical, biomedical, and administration teams to develop hands-on training and public health education programs that improved access to quality healthcare. Directed the talent management function by coaching and mentoring 22 staff members while coordinating the selection, promotion, and orientation of a culturally diverse team. Built long-term capabilities with global healthcare organizations that were affordable, accessible, and sustainable through negotiation and project leadership.
  
  KEY ACCOMPLISHMENTS:
  
  • Increased productivity 133% by conducting analysis of operational metrics and key performance indicators to identify opportunities for ongoing improvements with training programs.
  
  • Prepared and managed a $5 million budget for personnel, operating expenses, and capital equipment. Developed and implemented policies & procedures, internal control mechanisms, accounting & financial reporting processes, and contract management that improved organizational standards.
  
  • Built long-lasting and collaborative relationships with culturally diverse community leaders to develop strategies that increased the capacity of local, regional, and national ophthalmic partners. Applied dynamic interpersonal skills to lead a cross-functional and multicultural team to develop customized training programs for ophthalmology, anesthesia, nursing, and biomedical clinicians.
  
  • Conducted media campaigns to increase awareness about preventable blindness and advocate support for surgical training programs that contributed to the development of sustainable healthcare systems.
  
  • Coordinated cost-saving measures for logistical support that integrated medical programs with global strategies.

• International Medical Corps

  Chief of Party

  Developed the managerial and operational capacity of a 270-bed Afghanistan Ministry of Public Health hospital to deliver high quality clinical services and patient-oriented care. Designed and implemented policies and procedures that ensured programmatic resources effectively contributed toward the long-term commitments of the U.S. Department of Health and Human Services/Centers for Disease Control & Prevention (DHHS/CDC). Planed, implemented, and monitored all program activities and financial performance for a $2M operating budget.
  
  KEY ACCOMPLISHMENTS:
  
  • Saved over $350,000 to extend the DHHS/CDC funded program by designing and initiating Hospital Performance Improvement and Quality Management initiatives.
  
  • Implemented a coaching and leadership training program for 16 hospital executives to strengthen administrative, operational, and financial performance; managed trainings related to leadership, change management, processes improvement, and patient satisfaction.
  
  • Implemented and managed Quality Assurance projects for surgical procedures/checklists, medical records, patient identification, and infection prevention/control; set-up and launched Drug & Therapeutic, Medical Ethics, IT, Morbidity and Mortality, Medical Records, and Infection Prevention & Control committees.
  
  • Restructured and streamlined an efficient and cost-effective supply chain management system to improve the procurement process, inventory management, and warehousing of pharmaceuticals, lab reagents, and medical supplies; designed and implemented procurement plans.
  
  • Developed a Local Area Network plan to establish an Electronic Medical Record and Hospital Information Management system; created and launched a hospital website.
  
  • Conducted performance monitoring plans and reviews; develop staff skills, abilities, and knowledge.