Experience

Glendale Adventist Medical Center Inc.
• United States
• Religious Institutions
• 1 - 100 Employee
• Director of Respiratory Care Services

  • May 2019 - Present


Glendale Adventist Medical Center

• United States
• Medical Practices

• Administrative Director CV Services and Heart & Vascular Institute

  • Aug 2016 - May 2019

  • Service line responsibility for all CV services and the Heart and Vascular Institute Clinic • Developed from early concept to launch of the Structural Heart program o Navigated the evolution of HVI to a model that was a complementary adjunct to local physician practices • Service line responsibility for all CV services and the Heart and Vascular Institute Clinic • Developed from early concept to launch of the Structural Heart program o Navigated the evolution of HVI to a model that was a complementary adjunct to local physician practices


Good Samaritan Hospital
• Medical Practices
• 1 - 100 Employee
• Director of Pulmonary Services - Lung Cancer Screening Clinic

  • Dec 2014 - Aug 2016


CHW Ventura County Market

• Senior Director of Cardiovascular Serviceline for Dignity Health

  • Dec 2010 - Nov 2014

  Operational responsibility for All CV and Pulmonary services for CHW Ventura County Strategic Growth and Program Development Introducing clinical studies into CV services Coordinated CV Grand Rounds monthly presentation for community medical staff engagement Inherited hybrid cath room install project that was off budget and missing timeline. Reviewed entire project with key stakeholders resulting in reduction of unanticipated costs and bringing project back to initial timeline. Rebranded CV service line to the Heart and Vascular Institute at St. John’s Hospitals Responsible for fiscal success of entire service line across two distinct markets Reduced readmission rates for AMI and CHF patients Increased revenue capture through coordination with medical staff, case management and clinical documentation specialists Reduced direct variable cost per case by 15% in 14 months Enhanced the patient experience Initiated daily rounding for all CV patients by both leadership and front line staff Incorporated scripting and ADIET into process improving consistency in approach Quality Improvement Collaborated with case management to add a dedicated nurse navigator for all CV patients Improved compliance with post discharge follow up appointment compliance within 72 hours Allowed for 100% compliance with all CV core measures for 4 consecutive months 100% in STEMI care since December 2010 with average D2B of 58 minutes Show less



Tucson Medical Center

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

• Administrative Director

  • Oct 2008 - Nov 2010

  ACO pilot hospital through Brookings-Dartmouth Institute Service Line Agreements (LLC) developed in cardiology, orthopedics, and surgical servicesSuccess of SLA based on efficiencies improvement, quality outcomes, patient satisfaction and supply cost optimization Hospital/physician co-management model being expanded as a component of the with SLA Leader of Growth Team Responsible for mitigating reduced reimbursement through strategic alignments with physicians and within the community to maintain/enhance contribution margin Successfully maintained or increased market share of the following high contribution margin service lines: Cardiology, Vascular, Neurosciences, Pediatrics, Bariatric, and Surgical Services Nationally recognized for supply chain excellence through hospital GPO In partnership with physicians, reduced out of contract/physician preference items requested by 45% in cardiology Project chairman of Quality Value Analysis (QVA) team for ancillary services Electronic Health Record (EHR) implementation team leader Achieved Level 6 connectivity as defined and recognized by HIMSS Analytics Was the command center representative for all clinical ancillary services for initial Go-Live Responsible for revenue reconciliation team post Go Live for all clinical areas Team sponsor for the integration of all ancillary services into EMR Operational responsibility for Respiratory, Neurodiagnostics, Acute Therapies, and Laboratory (interim) Developed and implemented therapist driven protocols reducing unnecessary care Improved productivity by 13% in one quarter while simultaneously improving patient care Show less



O'Connor Hospital

• United States
• Hospitals and Health Care
• 400 - 500 Employee

• Director of Cardiology and Pulmonary Services

  • Dec 2000 - Jul 2008

  • Multidisciplinary team consisting of 75 FTE’s with 4 Clinical Managers and numerous Team Leaders • Progressive increase in responsibilities to include addition of service-lines and various task forces • Research, acquisition and installation of a new cardiovascular laboratory o Completed a staged renovation of interventional laboratory to improve functionality and physician satisfaction • Proposed and Operationalized restructure of workflow throughout cardiovascular division o Incorporated separate vascular and cardiology interventional laboratories into one division o Combined staff within two union bargaining units (SEIU and CNA) o Reduced call team costs by 15% without compromising coverage o Installed Pyxis supply management system for all cardiovascular products • Responsible for initiating and achieving Chest Pain accreditation • Improved cost and efficiency in cardiac services through physician collaboration o Reduced CCL turnaround time by over 40% through statistical analysis o In cooperation with sister facilitates, standardized implantable devices increasing cost optimization for entire system • Worked collaboratively with physician relations department on recruitment of various specialists • Process owner responsible for the development and implementation of the Rapid Response Team • Member of construction team responsible for the expansion of the emergency department from 12 beds to 25 beds, including fast track area • Developed and implemented therapist driven protocols reducing unnecessary care by 15% in 6 months. • Key collaborator in the service expansion for NICU from level II to level III Show less