Healthcare Administrator (VP, Ambulatory Operations) résumé example
Healthcare Administrator (VP, Ambulatory Operations) résumé example, in the Mercury design
Eighteen years from analyst to vice president, kept operational: access times, agency spend and survey findings, not scope.
Written for United States, at lead & above, in the healthcare field, shown in the Mercury design. Every name, employer, address and number below is invented.
Healthcare operations executive with eighteen years across ambulatory, perioperative and practice management, now running 31 clinics and 1,100 staff on a
10M budget. Moved third-next-available appointment time from 24 days to 9 across the whole ambulatory network in under two years.
Experience
Vice President, Ambulatory Operations, Northgate Health Alliance · May 2021 – present
31 clinics across four counties, 1,100 staff, six direct reports and a 10M operating budget.
Took third-next-available appointment time from 24 days to 9 across 31 clinics by moving to pooled scheduling and one centralized referral desk.
Opened four clinics in 19 months, each reaching break-even inside three quarters against a five-quarter plan.
Cut annual agency staffing spend from $8.4M to .1M by standing up an internal float pool of 74 nurses and medical assistants.
Rebuilt the complaint loop so every patient complaint reaches a named manager within 24 hours; grievances escalating to the state fell from 31 a year to 6.
Led the network through a Joint Commission ambulatory survey that closed with two findings, both resolved inside the 45-day window.
Director, Perioperative Services, Kettle Run Health System · September 2016 – April 2021
18 operating rooms and 340 staff across two campuses.
Directed a two-campus service-line consolidation that raised on-time first-case starts from 54% to 86% without adding a room.
Renegotiated three implant contracts and took $4.7M out of annual supply cost, leaving surgeon preference lists untouched.
Cut surgical case cancellations from 9.2% to 3.4% by opening a pre-admission testing clinic that saw 90 patients a week.
Administrator, Surgical Specialties, Pinecrest Community Hospital · June 2011 – August 2016
Six surgical specialty practices, 44 physicians.
Raised collections per work RVU by 18% across 44 physicians after a coding education program and a monthly denial review.
Moved six practices onto one scheduling template, adding 3,100 visit slots a year in the same rooms.
Operations Analyst, Blue Larkspur Medical Group · July 2008 – May 2011
Built the monthly productivity reporting that replaced four separate spreadsheets; 22 practice managers still work from it.
Modeled the staffing case for a second infusion suite, which opened on schedule and ran at 81% chair utilization in its first year.
Education
M.H.A. Health Administration · The Ohio State University · August 2009 – May 2011
B.S. Business Administration · Miami University · August 2004 – May 2008
Skills
Operations: Multi-site clinic operations, Perioperative services, Access and scheduling design, Capacity planning, Service line growth, New site openings
Finance: Operating and capital budgets, Payer contracting, Supply chain negotiation, RVU and productivity analysis, Break-even modeling
Quality and compliance: Joint Commission readiness, CMS conditions of participation, Patient grievance process, Lean Six Sigma, Serious event review
People: Leading through managers, Float pool design, Physician relations, Union-environment staffing, Succession planning
Certifications
FACHE, Board Certified in Healthcare Management — American College of Healthcare Executives
Lean Six Sigma Black Belt — American Society for Quality
Certified Medical Practice Executive (CMPE) — Medical Group Management Association
