Experience

Innovative Consulting Group

• United States
• Hospitals and Health Care
• 1 - 100 Employee

• Clinical IT Analyst

  • Nov 2014 - Present

  Successfully led implementation of Provider Documentation for inpatient history and physical. Developed system for progress notes and procedure notes for providers. Worked with customer to identify opportunities to redesign security configuration and user groups for clinical users to simplify system to make maintenance of system simpler for IT support. Successfully led implementation of Provider Documentation for inpatient history and physical. Developed system for progress notes and procedure notes for providers. Worked with customer to identify opportunities to redesign security configuration and user groups for clinical users to simplify system to make maintenance of system simpler for IT support.



Skagit Regional Health

• United States
• Hospitals and Health Care
• 300 - 400 Employee

• Clinical Informatics Specialist

  • Dec 2020 - Aug 2022

  Retired Retired



Siemens

• Germany
• Automation Machinery Manufacturing
• 700 & Above Employee

• Siemens Senior Consultant

  • Apr 2003 - Nov 2014

  Clinical Executive Lead at multiple facilities assisting customers in determining health systems optimization that led meeting corporate wide identified goals, strategic initiatives, improved patient outcomes as well as streamlined process work flow. Consultant to a variety of accounts both single entity as well as multiple entities for electronic clinical documentation systems. Lead Implementation Consultant at 750 bed Medical Center in NJ for installation of Soarian Critical Care V1.0 beta implementation. - Led design sessions for system configuration leading to system set up to improve data delivery meeting customer identified goals. Provide customer needs assessment at multiple facilities as well as presentation of features and benefits analysis of IT system capabilities and customer goals. Identified where customers either lacked resources or appropriate skill set and facilitated on boarding of temporary resources to fill the gap. This resulted in additional revenue for the company and improved project time line for the customer. Assigned as mentor new on boarding staff consultants. Show less



Kittitas Valley Community Hospital

• Assistant Administrator/Director of Patient Care Services

  • Jan 1998 - Jan 2003

  Responsible for operations and quality of patient care. Coordinated state and regulatory surveys. Managed budget of $13.7 million per year. Led work redesigns and process improvement projects. Changes resulted in revenue capture of $900,000, anticipated reduction in supply and distribution expenses of $800,000, preservation of current FTEs, and increased customer satisfaction. Served as Chairperson of the Medication Improvement Task Force, which facilitated a 50 percent reduction in errors during the first year. Developed first community based diabetes care program in junction with the local hospital, community physician practice's and the University of Washington. Show less



North Valley Hospital

• Director of Nursing Services

  • Jan 1997 - Jan 1998

  Managed operations and quality of patient care Responsibility included Nursing Services, Outpatient Clinic, Respiratory Care Services, Pharmacy, and Central Supply departments. Developed innovative salary program to recruit and retain OB qualified nurses. Developed wellness program to promote community health education and wellness. Managed operations and quality of patient care Responsibility included Nursing Services, Outpatient Clinic, Respiratory Care Services, Pharmacy, and Central Supply departments. Developed innovative salary program to recruit and retain OB qualified nurses. Developed wellness program to promote community health education and wellness.



AMIRIPROJECT

• Hospitals and Health Care
• 700 & Above Employee

• Unit Director

  • Jan 1995 - Jan 1997

  Directed a 38-bed acute-care facility and three ambulatory stations. Managed more than 40 FTEs with multiple skill levels. Served as Chairperson of the CQI project for patient-focused care work redesign. Restructured patient care delivery into a unit-based program. Improved cost efficiency through resource allocation/utilization of staff with an annual cost savings of $62,000. Directed a 38-bed acute-care facility and three ambulatory stations. Managed more than 40 FTEs with multiple skill levels. Served as Chairperson of the CQI project for patient-focused care work redesign. Restructured patient care delivery into a unit-based program. Improved cost efficiency through resource allocation/utilization of staff with an annual cost savings of $62,000.



Northwest Hospital & Medical Center

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Unit Manager

  • Jan 1986 - Jan 1995

  Managed multiple units with a combined bed capacity from 30-62 beds, more than 60 FTEs, and an annual budget of up to $2 million. Responsible for staff development, competency, and quality of patient care delivery. Performed case management functions, including utilization review. Successfully implemented nurse extender program, with 30 percent reduction in RN skill level requirement while improving quality standards. Reduced operating expenses by $14,000 through process improvement and work redesign. Developed and implemented critical success factors to meet strategic plan budget processes. Merged two independent patient care units with collaboration of medical staff. Show less



General Hospital Medical Center

• Unit Manager

  • Jan 1985 - Jan 1986

  Managed active Intensive Care Unit with a 20-bed capacity and 60 FTEs. Managed staff development and competency. Supervised and aligned unit budget. Reduced expenses by $10,000 through standardization of pharmacy and IV supplies. Provided bedside care for diverse patient populations, including general medical, renal dialysis acute and chronic, coronary, and intensive critical care settings. Managed active Intensive Care Unit with a 20-bed capacity and 60 FTEs. Managed staff development and competency. Supervised and aligned unit budget. Reduced expenses by $10,000 through standardization of pharmacy and IV supplies. Provided bedside care for diverse patient populations, including general medical, renal dialysis acute and chronic, coronary, and intensive critical care settings.