Kyle A. Vickers, CAE

Chief Staff Officer for Operations at The American Speech-Language-Hearing Association (ASHA)
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Contact Information
us****@****om
(386) 825-5501
Location
Washington DC-Baltimore Area

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Prabhash Shrestha, MS, PMP, FASAE, CAE

Kyle is a consummate technology leader in the association world. He consistently approaches issues with a depth of understanding and straightforward perspective that is both refreshing and welcome. I’ve served with him on the ASAE Tech council and spoken with him on panels and witnessed his leadership style first hand. Kyle is a trusted colleague and has become a good friend these past years.

Moira Edwards

I've have the good fortune to work with Kyle on the ASAE Technology Council for the past three years, and particularly in planning the speakers and content for the ASAE Technology Conference. He is committed and active in to the association technology community, making contributions to the work of the council that are informed and thoughtful. Plus Kyle is great to work with - quiet yet funny, just a pleasure to be around. He's a real servant leader, focused on the mission and the outcome.

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Credentials

  • Certified Association Executive (CAE)
    American Society of Association Executives (ASAE)
    Jan, 2013
    - Nov, 2024

Experience

  • The American Speech-Language-Hearing Association (ASHA)
    • United States
    • Non-profit Organizations
    • 200 - 300 Employee
    • Chief Staff Officer for Operations
      • May 2016 - Present

      The American Speech-Language-Hearing Association (ASHA) is the national professional, scientific, and credentialing association for 218,000 members and affiliates who are audiologists; speech-language pathologists; speech, language, and hearing scientists; audiology and speech-language pathology support personnel; and students. Audiologists specialize in preventing and assessing hearing and balance disorders as well as providing audiologic treatment, including hearing aids. Speech-language pathologists identify, assess, and treat speech and language problems, including swallowing disorders. I’m privileged to serve as the Chief Staff Officer for Operations and lead a team of around 100 association professionals. These individuals span Finance, Information Systems, Facility Operations, Marketing and Sales, ASHA’s Action Center (customer service and call center) as well the National Student Speech Language Hearing Association. I provide leadership in the business and administrative operations of the Association to ensure that ASHA creates and delivers value to the Association's diverse membership. I work closely with the Chief Executive Officer to help ensure the smooth, effective, and efficient operations of ASHA. The Association has a total staff of around 300, is based in Rockville, Maryland and has an annual operating budget in the range of $63M. Show less

  • ASAE: The Center for Association Leadership
    • United States
    • Non-profit Organizations
    • 100 - 200 Employee
    • Technology Section Council
      • 2012 - Dec 2019

      I'm privileged to serve with a really talented group of association technology leaders. Our job is to serve the association community by educating associations on how to succeed by using technology services. We develop the content and structure of the ASAE Annual Technology Meeting as well as produce reports and articles for the association community. I'm privileged to serve with a really talented group of association technology leaders. Our job is to serve the association community by educating associations on how to succeed by using technology services. We develop the content and structure of the ASAE Annual Technology Meeting as well as produce reports and articles for the association community.

  • National Quality Forum (NQF)
    • United States
    • Hospitals and Health Care
    • 1 - 100 Employee
    • Chief Information Officer
      • 2010 - 2016

      NQF is a unique, fast-paced group that uses an independent process to find health care standards that can be implemented on a national level, leading to better health outcomes and a consistent method of measuring our national health care system. I was brought in as the first CIO and I served on the Executive Leadership Team and directed overall day-to-day IT and office operations. I ensured we delivered comprehensive technology support and information strategy to our staff, members, and customers at the National Quality Forum. This involved a deep understanding of how NQF works and finding ways we could use technology to make that work better, faster and more efficient. NQF hosts a large number of meetings, so my team also supported several hundred physical and virtual meetings a year. We built out a number of custom tools to manage our processes, as well as using commercial products such as Microsoft SharePoint. After leading the successful design, build-out and move to our new 41,000 square foot office space and coming in $250,000 under budget, I was also asked to head up our Office Operations team. NQF had 100 staff based in DC and in several remote locations in the US and abroad with a total budget of $22M. I led 13 great professionals and managed a budget of $2.5M. Show less

  • AHCA/NCAL
    • United States
    • Hospitals and Health Care
    • 100 - 200 Employee
    • CIO and VP of Knowledge Management
      • 1999 - 2010

      I provided the vision and leadership to meet the association’s business needs through strategic planning and the application of technology and information services. To do this I developed and implemented knowledge management processes, IT initiatives and the daily technology operations for an association staff serving a nation-wide membership of nearly 11,000 long term care and assisted living facilities. To be effective I needed to foster strong relationships with key business units and leaders to ensure organizational needs were identified and operational improvements delivered. AHCA had a staff of 75 based in DC and a $25M annual budget. I built and supervised an exceptional team of 9 IT professionals with an annual budget of $1.6M+. Show less

  • United States Air Force
    • United States
    • Defense and Space Manufacturing
    • 700 & Above Employee
    • Executive Officer to the Surgeon General
      • 1999 - 1999

      This was a role of a lifetime where I worked one-to-one with an exceptional leader as he led a world-wide health care system comprised of 46,000 personnel, 79 medical facilities and a $4.5 Billion annual budget. I worked on his personal staff to coordinate multiple aspects of program oversight, communication, protocol and related matters. I attended all his meetings and was able to witness first-hand how to manage a large, diverse organization. I was privileged to be asked to go with him when he retired and took the CEO role at the American Health Care Association. Show less

    • Chief of Information Systems, Surgeon General's Staff
      • 1998 - 1999

      I directed, designed and implemented all facets of the technology operations for a staff of over 300 senior medical leaders and staff in a fast-paced, high energy environment. I led a team of 12 technology experts supporting all aspects of desktop, mobile and network computer systems, fixed and mobile telephone systems, customer training and support as well as worldwide video teleconferencing services.

  • Kaiser Permanente
    • United States
    • Hospitals and Health Care
    • 700 & Above Employee
    • Education with Industry Fellowship
      • 1997 - 1998

      The Air Force's Education with Industry Program competitively selects highly qualified candidates to spend a year working with top companies throughout the country, absorbing their best practices and bringing that experience back to the Air Force. During my time at Kaiser I worked in the California Technology division and worked on a number of state-wide budgeting and operations projects. It opened my eyes to the need for an integrated approach to technology operations. The Air Force's Education with Industry Program competitively selects highly qualified candidates to spend a year working with top companies throughout the country, absorbing their best practices and bringing that experience back to the Air Force. During my time at Kaiser I worked in the California Technology division and worked on a number of state-wide budgeting and operations projects. It opened my eyes to the need for an integrated approach to technology operations.

  • United States Air Force
    • United States
    • Defense and Space Manufacturing
    • 700 & Above Employee
    • Group Practice Manager
      • 1995 - 1997

      This start up role was an experiment to place professional health care administrators into major clinical service lines to improve operations. I was chosen to lead the Family Practice, Primary Care and Emergency Dept. practice which totaled over 100,000 annual patient visits. During my tenure I implemented a data analysis system that provided detailed clinic appointment access information which gave clinic leaders a real-time mechanism to adjust the number of patients seen. That led directly to increasing the Family Practice Clinic's enrolled families by 80% with no increase in staff, budget or space, yet without increasing appointment wait times. I also developed the first of it's kind, cross-agency data analytical system that provided local commanders by-name-information on which service members were properly enrolled in health plans and which needed action. It was a great learning experience that helped me develop a much more customer and outcome focused management approach. Show less

    • Chief Financial Officer
      • 1994 - 1995

      Walson was a unique opportunity. It was a special military hospital, being the only tri-service hospital at that time. I led a team of 9 handing all the financial and manpower operations for this regional hospital with 400 staff and a $35M annual budget. This is where I first really began to experience how I could make a significant impact through the careful implementation of technology. One great example was the key management report that senior and departmental leaders used was a complex, time-consuming project. Using the just emerging desktop automation tools, I was able to not only improve the product but also cut the production time by 90%, getting that key information into the right hands much faster. It was a great example of how technology can cut waste and improve operations and inspired me to focus on information technology operations. Show less

Education

  • Central Michigan University
    Masters, Administration of Hospital Services
    1993 - 1996
  • Southern Illinois University
    Bachelors, Industrial Technology
    1988 - 1990
  • United States Air Force

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