Clinic Administrator

• Jul 2021 - Present

SR Operational Planner

• Apr 2018 - Jul 2021

Collaborate with C Suite and front line staff utilizing my operational knowledge and experience to establish organizational strategies and enhance process and systems to ensure greater optimization and sustainability of desired goals. Collaborate with C Suite and front line staff utilizing my operational knowledge and experience to establish organizational strategies and enhance process and systems to ensure greater optimization and sustainability of desired goals.

Operations Leader and Process Improvement Professional

• Nov 2017 - Mar 2018

Assistant Vice President - Ambulatory Care and Allied Health

• Jun 2016 - Nov 2017

Led all ambulatory care operations with an operating budget of $57M producing approximately 40% of all revenue. (Pharmacy, APPs, Imaging, Assistive Technologies, Rehabilitation Therapies, all clinics through MN, Adult Inpatient Unit, Telemedicine). Lead 8 direct reports and over 450 indirect reports. • Reduced operating expenses in the past 6mo by over 6%. • Coordinated and oversaw efforts to implement NCQA certification. • Successfully helped lead a Joint Commission survey with no findings for ambulatory care. • Oversight of facility designs to meet USP800 requirements for hazardous drug compounding. • Assisted in a new patient feedback system increasing submissions by approximately 50%. • Helped facilitate the implementation of a new electronic health record (EHR) in ambulatory care. • Reinitiated an access redesign governance structure for improved patient access. • Led efforts to build operational metrics and dashboards in new EHR to run daily operations. • Oversaw the redesign of Gillette’s Greater MN strategy and Telemedicine offerings for clinic locations and operations.

SR Health Systems Engineer

• Feb 2014 - Jun 2016

Established various Lean tools and systems thinking as a foundational framework for quality improvement. (Built off Mike Rother’s Toyota Kata and A3s). Taught quality and continuous improvement courses to all staff.• Improved phone triage processes with all clinical areas by using a standard improvement routine with response times reduced by approximately 50% to 75%.• Increased provider compliance of provider order entry (CPOE) in General Internal Medicine from 42% to over 90% in a 2-month period.Improved compliance of provider assessment for a variety of health maintenance screening requirements which are reportable to Minnesota Community Measurement and CMS, - Increased asthma screening from approximately 26% to over 75%, becoming an enterprise wide focus to help the rest of the organization achieve similar results.• Oversaw and led the implementation of Joint Commission’s National Patient Safety Goal NPSG 6 across all of Mayo Clinic. • Provided a lead role as a Sr. Engineer for all of Mayo Clinic in the implementation of a new sterile processing system.• Supported Supply Chain in efforts to implement a par stock program in all clinical areas, reducing waste and inventory by applying 5S and establishing Kanban systems. - Resulted in an approximate $1M savings and is expected to reduce inventory by approximately $250K annually.• Co-lead with CNO and COS on the Streamlining Provider Efficiencies Committee and Member of the Clinical Efficiencies Taskforce.• Assisted in the design and implementation of Leaders Standard Work methodology and mentored the CNO in this routine. • Co-lead on the first ever Community Paramedics program at Mayo Clinic which has now been rolled out across the enterprise.

Operations Manager - International Patient Administration

• Jun 2008 - Feb 2014

Managed operations of 100 plus staff with an operating budget of $18M generating over $140M in revenue.• Decreased embassy DRO from 146 days to 65 days.• Reduced patient problems with billing/payment issues by bringing Patient Appointment and Insurance Review (PAIR) team into the International Center space.• Grew International eConsults from approximately 30 requests annually to just 100 with annual revenue for direct patient care to approximately $850,000.• Grew international patient NOI from 34.5% in 2007 to 40.9% by 2010 through increased patient care/management and by reducing write offs.• Oversaw the design and development of a new patient and staff management system for Language Services to increase staff efficiencies and utilization improving in person interpreter time available to providers and patients.• Assisted in the redesign of the new Market Segment Analysis tool and developed consistencies in metrics.• Assisted in the enhancement of the International Appointment Office database to increase staff productivity for the improvement of services for internal departments/external referrals and improve the management of cancels, no shows, and reschedules. • Helped initiate a network with MD Anderson, John’s Hopkins, Cleveland Clinic and UCLA to improve the experience for international patients traveling to the US in order to improve the experience for international patients traveling to the US in order to compete with the globalization of medical tourism. Now known as USCIPP.• Member of Hospitality First on behalf of Mayo Clinic which is a community based organization.

SR Systems Analyst

• Jun 2000 - Jun 2008

Led large scale enterprise wide system improvement and initiatives in research, education and practice.• Committee memberships included; MAGIC Executive Committee (conversion to Lawson), Infusion Pump Committee, Foundation CRM Analytics, Education Technology Center Oversight, Emergency Department Information Technology, Systems and Procedures Technology Group, Episodes Oversight Group.• Developed and implemented Mayo Clinic’s first ever EHR for the patient diagnosis/billing system (increased working capital by $2m/daily and reduced 6 FTE) along with the patient arrival system.• Assigned to build a surgical equipment/supply request system, enhancing research billing management process and evaluating a dental estimating system.• Assisted in developing a foundation customer relationship management (CRM) system and an EDT.• Coordinated all efforts to purchase and install approximately 3,100 infusion pumps. • Assisted in the selection and acquisition of a complete business solution for managing CMEs and a curriculum content management system.• Helped successfully secure a $2M gift for Mayo Clinic’s Education Technology Center.• Facilitated efforts to redesign and implement a new IRB billing system.• Led efforts to convert Mayo Clinic from IBM calendar system to Outlook across the enterprise.• Led multiple enterprise operating system upgrades including 16,000 clinical workstations to XP and co-lead the conversion of over 60,000 Exchange accounts.• Key member supporting Information Technology with the advancement of handheld technologies for clinical and operational use.• Co-lead on MAGIC (conversion to Lawson) Change Management Phase II for Mayo Clinic.• Provided project and space analysis for new and remodeled space in Rochester including research space utilization, 5-year plan for facility warehouse, 10 year plan for new data center(s), design and construction support for Charlton and Eisenberg lobby level remodel.

Systems Analyst

• Jan 2000 - Jun 2000

Staffing Specialist

• Sep 1996 - Jan 2000

Professional Recruiter

• Jan 1993 - Sep 1996

Marketing and Field Representative

• Jun 1992 - Jan 1993