Portfolio

Portfolio is limited by confidentiality agreements and may include both vendor (traditional consultant) and full-time equivalency (FTE) roles. The FTE roles below are healthcare specific. Many have involved hiring into the practice, position, or project in need in order to clinically map a new or challenging position, identify resources, enhance processes, design or modify the job description, recruit and train staff, and support or conclude the role. 

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A Hospital in Washington
Director of Quality Management
2019 

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A Hospital in Kentucky 
Director of Quality Resources
2018 to 2019 

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A Hospital Association 
Director of Quality and Performance Improvement
2015 to 2017

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IO Nurse
Strategic Business Partner
2007 to present 

Private practice with a heavy emphasis on advanced clinical counseling, behavioral analysis, and Applied Jungian Archetypes. Specialties include complementary primary care, employee health, cognitive medicine, functional nutrition, corporate services, project management, social systems reengineering, and meditative modalities. Clinical practice in affiliation with Dr. Dawn Flynn, ND, LAc. 

http://www.theodcenter.com/strategic-business-partner-role-definition-knowledge-skills-operating-tensions

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Providence Regional Medical Center Everett                                  
Nursing Administrative Supervisor and Admissions Coordinator
2007 to 2015

Operational role as Administrative Supervisor providing oversight and leadership for two clinical facilities within Providence Ministries. Responsibilities involve complex issues requiring triage, professional judgment, and executive representation. Analyzed Nursing Administrative Supervisor role to align with Strategic Plan. Eight primary categories defined to include: Operational Resource, Emergency Response, Executive Team Liaison, Risk Mitigation, Crisis Intervention, Human Capital Management, Bed Control, and Clerical Oversight. Tiered triage of multiple critical events mapped.

Project role as Embedded Consultant engaged in communication architecture and behavioral analysis. Productions involved coordination and production of quarterly newsletters and the development and implementation of high-profile marketing materials for Nursing Administration. Annual projects consistently on-time and under budget ($20,000) by 3%, 21%, and 49%. Change initiatives supported through behavioral analysis with emphasis on policy updates, patient throughput, and information security. Key initiatives involved Diabetes Education and Admissions Coordination. 

Technology role as Super User supporting new users through four successive EMR applications: BedBoard, TeleTracker, McKesson HEV, and EPIC. Ancillary support provided for Pyxis, ANSOS, Kronos, SharePoint, and Reg/ADT applications. Additionally proficient with MS Suite (Excel, PowerPoint, Word, and Outlook) for presentations, communication, and scheduling. Expandable utility with Microsoft Access, SPSS, and other database, graphic arts, and statistical analysis software applications.

http://www2.providence.org/northwest-washington/Pages/default.aspx

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Puget Sound Gastroenterology
Interim Clinical Manager 
2007 

Management of annual budgets, oversight to GI procedures, and supervision of non-clinical staff. Central role involved practice review and staff evaluation. Primary obstacles to provider success identified and disclosed. Six direct reports. Interim role responsibilities included maintaining surgical schedules, supervision of office staff, ordering of equipment and pharmaceuticals, facilitating chart review and completion, refilling prescriptions, and general ambulatory nursing interventions. Clinic mapped. Physician interviewed. Scheduling, management, and clinical services conducted. Personnel evaluated. Risks identified and threats assessed. Revisions made to data management and scheduling processes. Assessment and recommendations discussed with executive team. Selection of replacement made and new manager trained in alternate protocols. Processes streamlined. Ongoing assessment of personnel with additional recommendations offered to human resources. 

http://www.pugetsoundgastro.com/

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Vencor Group, Kindred Hospital 
Registered Nurse
2006 to 2007

Initial post-BSN placement. Hired on as RN to provide direct patient care to acute and long-term ventilated or catastrophically ill patients. Clinical project developed for the Vencor Group at Kindred Hospital in Seattle included assessment of patients for alternative therapies related to anxiety and pain management. Evaluations conducted with clinical pharmacist and chief medical officer as interdisciplinary team. Non-blinded, non-experimental, patient-specific trial conducted over nine months. Alternative therapies deemed poorly effective for specific patient population. 

http://www.kindredhospitalseattle.com/

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Private Practice 
Licensed Provider and Behavioral Analyst
2003 to 2007

Private natural medical practice focused on house calls, coordinated supplement deliveries, and virtual medicine with heavy emphasis on clinical counseling, cognitive medicine, and mediative modalities. Provided health education and assisted with proper utilization of community, social, and healthcare resources. Clinical practice transferred to NWND.llc after conclusion of Harborview Medical Center project. Academic sabbatical engaged in 2005. Consulting practice consolidated under IO Nurse in 2007. 

http://www.ionurse.com/

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Harborview Medical Center          
Project Manager and Patient Care Coordinator                                   
2001 to 2005

Designed and implemented a three-stage clinical continuity program for Harborview Medical Center. Metrics included cost of position set against revenue generated by clinic and individual, personality profiles matched with patient satisfaction and job satisfaction surveys, and task-specific measurements for time/cost analysis. Trained to 49 ambulatory PCC, 2 in-patient PCC, and 4 financial counselor positions for the purposes of standardizing to Medical, Surgical, and Ancillary job descriptions. PCCs noted to account for $2,940,000 in annual returns set against $2,107,000 in salaries ($833,000 annual revenue). Refinements correlated with a revenue increase to $954,600 by the end of year two across all ambulatory clinics. Surgical income excluded. First year metrics defined an 11% increase in revenue versus costs adjusted for inflation across all clinics. Returned to school to complete BSN.

http://www.uwmedicine.org/patient-care/locations/hmc/Pages/default.aspx 

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Administrative Internship  
Program Manager and Experimental Systems Analyst                          
2000 to 2002                                                

Program initiated using DFSS methodology. Designed program for the Hyperbaric Oxygenation Corporation designated Health On Call, aimed at supporting individuals' health by phone consult, triage, referrals, and supplements by mail. Program implemented by 5 Elements Naturopathic Health Center, LLC. Organized intermittent fundraisers in conjunction with Global Health Fairs. Opening administrative budget of $14,200 (offset by $10,600 in initial operating costs) grew to a monthly income of $9,870 six months later as the virtual clinic grew from 40 to 94 subscribers, nearing a break-even point. At one year the subscriptions had tripled to 126 ($13,230 monthly income against $12,200 in operating costs). Triple growth sustained over the second year of the project. Managed team of consulting physicians and accountant. Six sigma methodologies applied to supplement line, delivery protocols, medical consults, therapeutic protocol development, and research with oversight from Philips Corporation.

http://www.5elementsnhc.com/