Key strategic member of UI Health Care's executive leadership team, responsible for leading a world-class nursing environment through an innovative and results-oriented approach. Leads over 4,000 nursing staff including 2,800 RNs, plus 250 Respiratory Care and Rehabilitation Services staff. Champions initiatives to advance care and quality outcomes across the system, and ensures environment committed to team-based interdisciplinary collaborations that enhance the patient and family experience throughout the continuum of care.• Lead Nursing through Better Teamwork, Better Care initiative to improve utilization of nursing resources, decrease reliance on agency nursing staff, reduce nursing premium spend, and develop nurse leaders in productivity management.• Achieved 5th ANCC Magnet designation, July 2023, the first among the Big10 conference academic medical centers.• Restructured Nursing Organization to better position for system growth, including ACNO and director level positions. • Elevated nurse leadership contributions as a prominent and integral component of the institution’s patient-centric operations.• Earned 10-year reaccreditation from Commission on Collegiate Nursing Education (CCNE) for the employee-based entry-to-practice nurse residency program, 2023.• Member of University of Iowa Nursing Collaboratory – partnership between UIHC Department of Nursing Services and Patient Care and the UI College of Nursing.• Leverage faculty and administrative relationships with UI’s top 10 ranked Nursing School to help recruit and develop talented nurse leaders.

As interim Chief Executive Officer (CEO) of the University of Iowa Hospitals & Clinics (UIHC), lead one of the best hospitals in the United States. UIHC includes UI Stead Family Children’s Hospital, a new hospital under construction in North Liberty, and over 99 outpatient clinics. UIHC generates over $2.5B in annual revenues and is staffed by about 12,100 employees (including 1100 physicians and 2800 RNs) who maintain 860 beds, admit 33,000 patients, and accommodate over 1 million outpatient visits yearly.• Collaborate with Vice President for Medical Affairs, Chief Financial Officer, and Executive Director for University of Iowa Physicians on strategic growth initiatives of UI Health Care system.• Lead Executive Steering Committee for $4.3B Campus Master Plan project.• Gained approval from Iowa Board of Regents and the Iowa State Health Facilities Council for $130M budget increase for completion of UIHC North Liberty Medical Center (opening June 2025).• Present to Iowa Board of Regents an average of 9 times per year on topics including strategic initiatives, hospital performance, workforce issues and other top-level issues.• Led organization through its most successful Joint Commission Survey in recent history with no condition level findings (February 2023).• Serve as Co-Chair of Clinical Systems Committee in its oversight and advisory roles.

Responsible for Nursing Practice in Medicine, Women’s Health, Cancer, Pediatrics, Radiology, Urology, Neurology, Rheumatology, and Orthopedics on Cleveland Clinic Main Campus (569 inpatient beds, numerous ambulatory clinics, approximately 1700 FTEs). Work collaboratively with Executive Chief Nursing Officer to ensure the delivery of quality patient care in accordance with strategic goals of institution. Responsible for clinical operations of all Neurological Institute (NI) inpatient (122 beds) and outpatient areas (including Neurosurgery, Neurology, and Stroke Center) with gross revenues in excess of $50 million per year, and over 400 allied health FTEs. Responsible for clinical operations of Orthopaedic and Rheumatologic inpatient and ambulatory areas (34 beds) and 150 FTEs. Serve on Institute governance committee, among others. Report directly to Executive Chief Nursing Officer and indirectly to Chairmen, Neurological Institute and Orthopaedic and Rheumatologic Institutes. Collaborate with interdisciplinary team members to drive results for the organization.• Instrumental collaborator in 2017 with innovation and implementation of a new Main Campus nurse leadership structure after serving five years as the only ACNO dedicated to Main Campus operations. • Led nursing as a member of the Magnet Steering Committee through two successful re-designation surveys (2013, 2018) • Led Main Campus nursing through multiple Joint Commission (JC) Hospital Surveys (2010, 2013, 2016, 2019).Responsible for multiyear Tier 1 Gallup Employee Engagement scores for direct reports. • Improved nursing engagement and patient outcomes as Nursing Leader in development and implementation of tiered huddle process on Main Campus, including implementation of continuous improvement methods. • Instrumental in leading Main Campus Nursing during COVID-19 pandemic.• Represent Main Campus Nursing on Main Campus and several system-wide committees.

Responsible for clinical operations of Orthopaedic and Rheumatologic inpatient and ambulatory areas (34 beds) and 150 FTEs. Report directly to Chief Nursing Officer and Chairman, Orthopaedic and Rheumatologic Institute.

Responsible for clinical operations of all Neurological Institute (NI) inpatient (122 beds) and outpatient areas (including Neurosurgery, Neurology, and Stroke Center) with gross revenues in excess of $40 million per year, and over 500 allied health FTEs. Serve on Institute governance committee as well as other work groups. Report directly to Chief Nursing Officer and Chairman, Neurological Institute.• Led Neuro Institute nursing team through three successful Joint Commission Comprehensive Stroke Center surveys (2014, 2016, 2018) and achieved Neuro ICU AACN Beacon designation with significant improvement in nurse driven core measures.• Led NI nursing leadership through expansion of Neuro ICU, Neuro Step-down, and Acute Stroke units.• Led NI nursing leadership through establishment and expansion of Inpatient Acute Rehabilitation Unit.• Co-Director of Innovations in Neuroscience Annual Conference 2008 - 2013

Responsible for nursing operations of 15 medical surgical inpatient units including medicine, orthopedics, cancer, respiratory, digestive disease, and neurology. Report directly to Chief Nursing Officer.• Nurse Director for the Horizon Enterprise Visibility system implementation throughout all of Main Campus inpatient units.

This position was with Miami Children's Hospital which is now Nicklaus Children's Hospital. Responsible for the allocation of nursing resources across inpatient clinical units of this 268 bed freestanding children’s hospital. Responsible for the central staffing operation, nurse admitting office and house supervisory coverage of the hospital. Project Manager for patient classification and nursing workload study. Chair of Patient Flow Committee and serve on a variety of institutional committees and workgroups. Report directly to the Sr. Vice President/Chief Nursing Officer. • Led implementation of Nightingale web-based scheduling system across 10 inpatient nursing units.• Implemented a patient acuity system that drives inpatient unit staffing on a shift by shift basis - resulted in nursing units operating within HPPD budget since system implementation in January 2006.• Led six nursing directors in formulation of annual inpatient nursing unit budgets (over 500 FTEs), incorporated historical acuity data and standardized constants across inpatient units. • Helped lead preparations for re-designation of ANCC Magnet Recognition Program (ultimately successful in 2008)• Nursing Project Manager for The Advisory Board Company’s Nursing Compass Project.

Responsible for the administrative functions of four clinical divisions (Cardiology, Cardiothoracic Surgery, Pulmonary Medicine, and Women’s Health Internal Medicine) with gross revenues in excess of $22 million per year, 25 physician FTEs and over 72 allied health FTEs. Worked closely with physician chairs and institutional leaders to develop and implement new programs consistent with the Mayo Clinic Scottsdale strategic plan. Responsible for annual budget plan. Analyzed financial performance of divisions and work with accounting and revenue colleagues to enhance revenues and control expenses. Provided operational expertise to division supervisory staff in clinic and hospital locations. Served on a variety of institutional committees and work groups.• Led Clinic Space Workgroup which allocated and designed clinic space to support patient care and administrative functions for the next 3-5 years in preparation for transition to new $40 million facility.• Worked with physician leaders to develop and launch a Congestive Heart Failure Program.• Worked with Marketing Department to prepare market analysis for outpatient practice.

Provided internal management consulting services to Mayo Clinic Scottsdale, Mayo Clinic Hospital, and Mayo Health Plan Arizona (MHPA). Worked with multidisciplinary teams to collect and analyze data and redesign processes. Served on multiple committees and workgroups including MHPA Continuous Improvement Committee, Managed Care Payer Workgroup, and Clinical Space Planning Committee. Taught Mayo Training and Development classes including “Using Data to Make Decisions” and “Team Building”. • Led multidisciplinary team that redesigned preoperative evaluation process for patients. Resulted in improved assessment and preparation of patients prior to surgery, streamlined documentation process and increased patient satisfaction.• Led team that designed registration, scheduling processes for new hospital-based surgeons clinic. Developed queuing model and worked with facilities department to design registration, scheduling and waiting areas for building.• Facilitated Lab and Nursing Service Excellence Team at Mayo Clinic Hospital. Interventions with lab and nursing groups led to a significant increase in staff respect for colleagues, understanding of colleagues’ roles and willingness to work together to provide excellent patient care.

MDNC was a Physician Practice Management Company based in Chapel Hill that primarily helped physicians affiliated with a major Academic Medical Center (UNC) manage their practices. UNC Healthcare later acquired ownership interests in MDNC. Provided consulting and practice management services to several physician practices and a major hospital network including managing 3 physician practices (OB/GYN, Pediatrics, and Pediatric Cardiology and Neurology) with annual revenues of $1.72 million.• Project manager for six-month project with University of North Carolina (UNC) Health Care System and Management Directions staff to prepare 10 hospital-owned community practices for their first Joint Commission on Accreditation of Healthcare Organizations survey. Hospital network received full accreditation with commendation for the first time in their history. • Secured 3 new clients generating recurring annual revenues of more than $75,000 within first 3 months with company. • Transitioned 2 physician practices from operating independently to utilizing centralized Management Services Organization services.

Managed operations of start-up new venture Health Maintenance Organization satellite office with annual revenues of $1.8 million for a Fortune 500 Company. Supervised Provider Relations Department. Managed network consisting of over 1300 providers. Hired, supervised, and evaluated professional and support staff. • Expanded HMO membership ten-fold during 12-month period.• Directed satellite office preparations in successful North Carolina Department of Insurance tri-annual audit.• Amended all provider contracts to ensure compliance with federal and North Carolina legislation.• Represented HMO at North Carolina HMO Association meetings and on Utilization Management and Quality Management Committees

This position was with Coastal Physician Group, Inc. which, at that time, was one of the largest publicly-traded Physician Practice Management Companies.Conducted practice assessments for external client who was considering physician practice acquisitions. Transitioned company-owned physician practices from independent operating units to a consolidated network of primary care practices. • Led team of 3 consultants in a feasibility study concerning the establishment of both pediatric and OB/GYN physician practices for Blue Cross.• Worked with a team of 4 consultants, over 7-months, to standardize operations in 5 company-owned primary care practices, install new practice management software system, and centralize billing.

Medaphis was a Physician Practice Management Company engaged in medical billing services to specialized physician practices such as radiology, radiation therapy, oncology, pathology, anesthesiology, cardiology, and related departments. Delivered practice management services to 12 physician practices (Surgery, Anesthesiology, Pathology, and OB/GYN), that were both hospital and office- based. Organized and coordinated start-up activities between Medaphis operations staff and physician practices for billing and integrated office systems.• Pioneered company’s effort to enter the office-based physician billing and practice management market by adding three office-based specialty practices as customers.• Coordinated efforts between physicians, coding staff, and billing staff to maximize revenues and decrease days in accounts receivable.

FIS Associates was a privately held Physician Practice Management Company based in Knoxville, TN. Provided recommendations to clients regarding the management of physician practices, implementation of new fee schedules, and documentation compliance. Reviewed patient charts and insurance claims to instruct physicians about proper coding procedures for Medicare and private insurance carriers.

Provided classroom and clinical instruction about physical assessment and wellness, fundamentals of nursing, and acute care nursing. Published two articles in nursing literature and delivered numerous presentations on pediatric pain and pediatric nursing at regional, national, and international conferences.

Worked as staff nurse and staff educator. Organized and implemented a three-month orientation program for graduate nurses. Assisted in the development and implementation of ongoing employee education programs. On a full-time basis, and later part-time basis, delivered nursing care to children ages birth to 21.