Unique Qualifications & Background
In 2005, I was the service coordinator for General, Urology, Plastics, and Trauma at a community hospital. Having discovered my background and construction knowledge, I was given increasing leadership roles managing projects large and small over the next 12 years. I was promoted to OR Manager for the EMR – Meditech ORM build team project which evolved into project manager for the construction of a new hospital, using LEAN and Six Sigma concepts to address operational efficiencies, workflows, supply chain, and sterile processing processes in preparation for the move into a new facility across town. My role required extensive critical thinking skills, decisive judgement and the ability to work independently and within team environments. The primary responsibilities of my role included:
- developing and implementing departmental goals, plans, and standards while maintaining alignment with the mission of the hospital and projects
- managing operations for information technology and service level determination, complaint management to achieve performance and quality objectives
- planned, coordinated, and managed staffing activities including hiring, orienting, evaluating, disciplinary actions, and continuing education resources
- planning, monitoring, and managing budgets and compliance with allocated funding
My direct reports were Sterile Processing, Surgery Scheduling, Billing, & Products including vendor relations with implant and consignment replenishment. This role required hands-on management of IT/Meditech ORM dictionary and preference card maintenance, Sterile Processing (SPM) software development, Radiation Safety, On-boarding of staff, surgeons, and management of over 1500 vendors including total joint tracking/reporting.
I lead the Perioperative and Procedural area preparation, transition and activation team which took place over a two-year period. Our team was able to create a very detailed, yet efficient transition and activation plan where we continued performing surgeries during the move with only a 6-hour divert and successful response to 2 emergencies within 30 minutes of resuming operations. Before, during and after the move, I learned many lessons which changed my perspective and impacted the direction of my career. In my role, I was able to be the communication bridge between the construction industry, vendors, and front-line staff like myself and found that it was the most satisfying thing I have ever done in my life.
In 2018 I started Colorado ACES Consulting and I now serve as a voice of clinicians and front-line staff helping hospitals, architects, and designers better understand the complexity and importance of design and the impact it can have on workflows and processes especially in procedural area space. I have partnered with architectural design firms and construction companies interfacing with hospitals in the development of an integrated interventional platform for an international critical care hospital and level 1 trauma center with the goal of consolidating procedural areas onto one platform and sharing staff, resources, equipment and storage. As the Interventional Advisor and subject matter expert during the design development phase operational planning workshops were held to test the design of the building against the needs from a patient, staff and equipment/supply perspective. I also worked to develop a strategy evaluating future state proposed storage space needs with a deep dive analysis into supplies and equipment flow and storage. The deliverable was the development of a tool creating a tiered system for line-item analysis making it for staff to easily evaluate and prioritize equipment, supplies and implants for the interventional platform which informed strategic, operational, functional and space planning.