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Work Background
Valley Medical CenterDirector Women & Children’s Services
Apr. 2024Renton, Washington, United StatesOversees personnel, operational, and financial management for the department. Responsible for the development and implementation of goals, objectives, policies, procedures, and budgets, ensuring compliance with hospital standards, regulatory requirements, and licensing guidelines. Ensures adherence to nursing practice standards across areas of responsibility, while driving continuous improvement initiatives and advancing patient satisfaction metrics.
AccentCareExecutive Director
Oct. 2022 - Mar. 2024Washington, United StatesLeads and inspires team to provide quality care for eligible patients and their families while fostering staff development and a culture of learning. Aligns employees and providers with the organization's values and collaborates with community partners to reach underserved communities. Ensures compliance with laws, regulations, licensing, and quality assurance initiatives, and oversees strategic growth planning and financial performance through KPIs. Prioritizes individualized patient care, upholds the commitment to Diversity, Equity, and Inclusion, and aims for high-performing teams dedicated to both patient care and employee satisfaction.
• Managed all aspects of launching two de novo hospice agencies in period of ten months overseeing from inception to successful implementation. This included managing certificate of need processes, successfully navigating licensing requirements, acquiring and preparing real estate facilities, and leading recruitment and onboarding of staff.
• Implemented startup strategies and effectively initiated patient care services for both agencies.
• Building and nurturing highly effective team by promoting collaborative and inclusive work environment that encourages innovation and continuous improvement.
• Developing team members through mentorship, training, and professional growth opportunities, resulting in increased efficiency and job satisfaction among staff.
SwedishRegional Director Women & Children's Services
Jan. 2020 - Sep. 2022Greater Seattle AreaOffered strategic leadership to optimize service line delivery across Seattle region. Responsibilities encompassed overseeing business operations, clinical performance, strategic initiatives, fiscal management, implementing business plans, and driving process enhancements. Led and facilitated regional process strategies for clinical practices and operations, with oversight spanning five campuses, 298 beds, 676 FTEs, and over 11,000 annual deliveries.
• Collaborated with multidisciplinary team to implement Eat, Sleep, and Console program across Swedish System.
• Introduced tiered huddle meetings involving bedside caregivers, extending up to executive regional level, convening daily to address and resolve safety, patient experience, and fiscal matters.
• Successfully reduced early elective delivery rate to exceptional 1.5%, surpassing national benchmark 0.5.
• Worked closely with clinical transformation to spearhead efficiency study which resulted in aligning current staffing practices, productivity, and national staffing standards.
• Led patient experience enhancement efforts within acute care division of entire hospital system. Restructured regional patient experience initiatives with objective of elevating patient experience to become one of most prominent and visible improvement priorities in 2022.
Dignity HealthSenior Director Women & Children’s Institute, Greater Sacramento Division
Nov. 2018 - Jan. 2020Sacramento, California AreaSupervised all facets of service line, with strong emphasis on multi-site operations, including service line development, strategic planning, program implementation, and enhancing overall quality of services offered across six hospitals within Sacramento Division.
• Co-led shared governance initiatives, promoting collaborative decision-making and engagement among healthcare team.
• Collaborated closely with union and staff to address labor relation issues, fostering productive working relationships, and resolving concerns effectively.
• Spearheaded regional patient experience improvement team, resulting in a significant 15 percentile point increase in MD & RN Communication Scores during final two quarters of fiscal year 2019.
• Devised regional action plans to address safety concerns identified during system office visits, actively overseeing progress of each team lead, resulting in 15% reduction in adverse events over one-year period.
Dignity HealthDirector Acute Care Services & Patient Experience (Methodist Hospital)
Mar. 2017 - Nov. 2018Sacramento, CaliforniaManaged operations and clinical care for 37-bed Definitive Observation Unit and 36-bed Medical Surgical Telemetry Unit, while also served as Patient Experience Lead for Methodist Hospital of Sacramento. The primary focus was on delivering high-quality, compassionate care.
• Provided direct supervision and guided performance of over 140 FTEs, along with one manager and eight assistant managers, within unionized hospital.
• Collaborated with physicians, nursing staff, administrative supervisors, and bed control to reduce telemetry utilization, resulting in 22% decrease in average length of stay and annual cost savings of $375k in first year.
• Adjusted staffing patterns to exceed productivity standards by more than 100% for fiscal year 2018.
• Collaborated with emergency department leadership and regional cardiac services to achieve distinction of becoming first Joint Commission Certified Chest Pain Center in region, despite absence of cardiac cath lab.
Dignity HealthStaff Nurse Labor & Delivery (Mercy General Hospital)
Aug. 2016 - Apr. 2017Sacramento, California AreaDelivered direct patient care on daily basis to mothers and newborns throughout labor, delivery, and post-partum period at Mercy General Medical Center.
Kaiser PermanentePerinatal Services Clinical Director
Jan. 2013 - Dec. 2016Sacramento, California AreaIn robust unionized environment, comprehensive processes and procedures for bedside care were introduced and implemented, with strong emphasis on strict adherence to safety and quality standards. These measures were uniformly applied across 13-bed LDR unit, 29-bed post-partum unit, and eight-bed intermediate nursery.
• Led high-performing team of over 150 individuals, overseeing two managers and seven assistant manager direct reports.
• Achieved remarkable improvement in Perinatal Breastfeeding Core Measure PC5 and PC5-A, increasing both by more than 30 percentage points over 14-month period.
• Successfully reduced workplace injuries in Perinatal department from 9.2/100 FTEs to 1.12/100 FTEs within 12-month timeframe.
Saint Agnes Medical CenterDirector Women and Infant’s Services
Jun. 2012 - Nov. 2013Fresno, CaliforniaLed staff of 150+ FTE's as well as 3 direct reports while developing programs and defining strategic priorities for 11-bed high-risk antepartum unit, 11-bed LDR unit, 32-bed post-partum unit, and six-bed triage for state-of-the-art Medical Center campus.
• Enhanced productivity in Labor & Delivery from approximately 80% to 98-100% within 6-month timeframe by implementing hourly tracking tools to monitor changing acuity on hourly basis, streamlining processes.
• Prepared business plans, presented proposals, and secured board approval for establishment of OB Hospitalist program, resulting in annual increase in hospital net revenue of $250k in first year.
Adventist HealthDirector of Telemetry/CVDOU/ICU Extension
Jan. 2008 - Dec. 2012Los Angeles, CaliforniaProgressively held positions of increasing responsibility at 353-bed not-for-profit teaching hospital located in downtown Los Angeles. Managed operations of 24-bed cardiovascular definitive observation unit, 48-bed telemetry unit, and 15-bed intensive care overflow/stepdown unit. Reported directly to Senior Vice President of Patient Care Services/Chief Nursing Officer, overseeing team of five direct reports, consisting of four managers and administrative assistant, in addition to managing staff of over 200 full-time equivalent employees.
• Reduced number of hospital-acquired pressure ulcers by 75% over 15-month period.
• Chaired customer loyalty council, leading to improvement in inpatient overall satisfaction from 84th percentile to exceeding 90th percentile goal, ultimately reaching 94th percentile and sustaining this improvement for two years.
• Achieved 50% reduction in average time from "time order written to patient discharged," along with 30% decrease in bed turnaround times, and 10 percentile point increase in physician satisfaction with discharge process.
• Successfully managed functional responsibilities of both Director of Women and Children's Services and Director of Telemetry over one-year period (2008-2009).
• Provided interim CNE coverage as needed throughout employment term from 2006-2012.
California State University-Long BeachGuest Lecturer for Master of Nursing Program
Jan. 2006 - Dec. 2012Long Beach, LA Served as content expert lecturer for Master of Nursing Students on:
- Budgeting, Staffing, and Productivity - Marketing for Nurse Leaders
- Creating Accountability in a Just Culture
- The Role of the Nurse Leader in Strategic Planning
Adventist HealthDirector of Women and Children's Services
Jan. 2006 - Dec. 2009Orchestrated business development and expansion for comprehensive healthcare unit encompassing 27-bed pediatric unit, 5-bed Pediatric Intensive Care Unit (PICU), 11-bed Labor and Delivery unit (LDR), 42-bed post-partum unit, 8-bed high-risk ante-partum unit, 28-bed Level III Neonatal Intensive Care Unit (NICU), and childbirth education services. Directed maternal-child services with annual volume of over 3,500 deliveries, providing leadership to 215 total FTEs and overseeing management team composed of four managers, two educators, and one administrative assistant.
• Successfully restructured NICU to implement acuity-based staffing model, which generated cost savings of $225,000 in first year and enhanced patient care model.
• Collaborated in joint marketing initiative with OB/GYN physician group, actively promoting labor and delivery department through community engagement, leading to consistent annual increase in deliveries by 10%.
Good Samaritan Hospital, Los AngelesDirector Perinatal Services
Jan. 2005 - Dec. 2006Directed multiple functional areas including labor and delivery, well-baby nursery, a 23-bed level III neonatal intensive care, ante-partum and post-partum care, and childbirth education for a 408-bed, inner city, non-profit hospital.
¨ Directed a staff of 280 with six direct reports and a $13.5 million operating budget. ¨ Redesigned department operations, including space planning, staffing mix, and workflow processes to accommodate an increase in deliveries from 250 to 425 in one year.
¨ Improved productivity by up to 20% across all perinatal departments by working collaboratively with managers to implement monitoring tools and actions plans.
¨ Created a new 24/7 employed midwifery program and restructured the care model for walk-in and unassigned patients.
Hospital and Healthcare IndustryAdditional Experience
Jan. 1993 - Dec. 2004Travel Nurse – Nursefinders, Southern California, 2002-2004
Vice President and Director of Nursing - Interstaff, Inc., Multiple Locations, 2001-2002
Director Women and Infants Services – West Jefferson Medical Center, New Orleans, LA, 2000-2001
Service Line Director, Women’s Services - Tulane University Hospital and Clinics, New Orleans, LA, 1998-2000
Supervisor Maternity Services – West Calcasieu Cameron Hospital, Sulphur, LA, 1997-1998
Head Nurse of OB/GYN & Pediatric Outpatient Clinics - Moss Regional Medical Center, Lake Charles, LA, 1994-1997
Staff Nurse, Labor and Delivery, Post-Partum, Nursery & NICU Memorial Hospital, Lake Charles, LA, 1993-1997
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