15+ years' experience in healthcare with a proven ability to facilitate corporate success and growth through effective leadership, coordination, and control of operational systems. Special expertise in strategic and operational planning, lean process improvement, risk management, cross-functional analysis, and project management. Consistent record of reducing costs and increasing profitability. Adept at coordinating operational functions, negotiating agreements, managing budgets, and developing relationships. Superior problem solving, resource management, and organizational improvement skills.

Areas of Expertise

Leadership • Healthcare Operations Management • Finance Management • Strategic Planning • Lean Process Improvement • Change Management • Organizational Improvement • Collaboration/Negotiations • Budget/Cost Control • Team Building • Employee Development • Risk Mitigation/Management • Project Management


Masters in Business Administration (MBA)

University of Wisconsin

Bachelor's in Science, Business Management (BSBM)

University of Phoenix



American College of Healthcare Executives

Six Sigma Lean Professional

(Cert #EHR070214)

Management and Strategy Institute

Change Management Specialist

(Cert #EHR112914)

Management and Strategy Institute

Work Experience

Physician Practice Manager

Stanford Children's Health | Lucile Packard Childrens Hospital

2015 - Present

Responsible for the overall operations, growth, development, success and leadership of the Urology, Ophthalmology, and Otolaryngology(ENT) clinical services at Lucile Packard Children’s Hospital (LPCH)/Stanford Childrens Health(SCH). Service area responsibilities include patient/service experience, scheduling, operations, finance, billing, EMR(Electronic Medical Records), human resources, physician organization and communication, efficiency and profitability improvements, strategic planning, practice management, and development/marketing. Develop/maintain effective relationships with physicians, VP of Ambulatory Care, COO for Packard Children’s Health Alliance (PCHA), Faculty Practice Organization (FPO), Stanford School of Medicine (SOM) Departments and divisions, Site Managers, and ancillary and administrative services at LPCH (where applicable), to implement all practice goals.

Physician Practice Experience:
  • Urology Surgery
  • Otolaryngology Surgery
  • Ophthalmology
  • Oncology/Hematology
  • Successfully transformed Children's Oncology department through alignment of performance and expectations with organizational goals, image and process improvement techniques, and utlizing change management skills
  • Create and pilot new standards and support systems (e.g., scheduling, templates, staffing support, and inventories) across multiple sites to ensure continuity in delivering patient care.
  • Work with multiple departments to identify non-functioning systems and develop sustainable solutions which improve processes and outcomes. Outcomes: I have brought together disparate surgery schedulers as a unified team, piloted a web-based Dicom application for viewing radiology studies remotely and allow for collaboration, developed employee scripting to improve communications between patients/families and key personnel, work with committee’s to develop standards for medical assistants and front desk personnel, and work on committee’s to revamp new employee orientations.
  • Participate on the OR Committee, Peri-Op/Anesthesia Committee, and Clinic Staffing Committee.
  • Collaborate with vendors and radiology in developing an efficient and successful scheduling process for the urology division. Outcome: “Linked Panel” scheduling of radiology and provider appointments.
  • Implement new systems (e.g., scheduling, communication, flow) using change management techniques and patient satisfaction metrics to improve delivery of services in the ophthalmology department. Outcome: Likely to recommend practice increased 4%.
  • Partnered with performance improvement teams to improve clinic operations and surgical scheduling processes. Outcome: More efficient patient flow for multi-specialty and complex clinics. Improved patient surgical scheduling and workflow transparency reducing the number of canceled surgeries to near zero.
  • Built relationships across multiple systems throughout Stanford Children’s Health Network, Lucile Packard Children’s Hospital, and associated Joint Ventures.
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