Supported Cleveland Clinic Connected affiliation with Luye Medical in Shanghai, China: compiled clinical material (workflows, carepaths, etc.); developed greenfield hospital playbook - a basis for Connected start-up operations; and worked with senior leadership to adhere to contractual agreements.

Designed a budget template for each of the departments in the Lou Ruvo Center for Brain Health, in Las Vegas, NV. Met with departmental leadership to create budgets for the area, standards for appropriate staffing, worked with accounting to ensure adequate cash allocation, and expanded monthly budget reviews to all departments with the Administrator. 

Created institute plans to improve keepage rates, including a financial analysis of various leakage reduction rate scenarios (1%, 5%, and 10% leakage reduction rates). Supported ACO Leakage Dashboard rollout and conducted various Tableau and leakage overview trainings to institute chairs and administrators.

Refined and utilized an effective staffing model and algorithm for Facilities in the Buildings & Properties department. Worked with Bernhard TME and the American Society for Healthcare Engineering to align market trends and standards. Presented recommendations leadership which led to implementation of this tool across main campus and the 11 regional hospitals.

Built a business case to determine whether Cleveland Clinic should insource, outsource, or partner with Medical Document Translation companies. Conducted a proposal for enterprise-wide integration which is currently in implementation.

Created a $2 million dollar budget for a state appropriation fund to support medical education efforts at Cleveland Clinic Lou Ruvo Center for Brain Health in Las Vegas, NV. Worked with various department leaderships  to determine applicable FTEs and educational programs.

Developed proposal to re-design the patient advisory council within Digestive Disease & Surgery Institute. Presented to institute leadership, which garnered support for implementation (began  January 2018). This re-design was a part of an enterprise wide project to develop a more effective model for engaging our patients and their families.

Conducted an analysis of site utilization on main campus and regionally for the enterprise-wide care affordability initiative to optimize endoscopy services and improve productivity among the providers. Helped develop a staff scheduling process for main campus endoscopy suites and physicians, scheduling 4-6 weeks out. Supported daily operations.