# Healthcare Administrator (VP, Ambulatory Operations) résumé example

Eighteen years from analyst to vice president, kept operational: access times, agency spend and survey findings, not scope.

![Healthcare Administrator (VP, Ambulatory Operations) résumé example — lead & above, written for United States, set in the Mercury design](https://cvaurum.com/img/examples/healthcare-administrator.webp)

- Field: Healthcare
- Career stage: Lead & above
- Written for: United States
- Design: Mercury (https://cvaurum.com/templates/mercury)
- Open it: https://cvaurum.com/examples/healthcare-administrator

Every name, employer, address, phone number and figure below is invented.

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## Terrence Vaughn — Vice President, Ambulatory Operations

Healthcare operations executive with eighteen years across ambulatory, perioperative and practice management, now running 31 clinics and 1,100 staff on a $210M 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 $210M 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 $2.1M 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