Versatile Performance Improvement Leader with proven success achieving business goals across health care, human services, and financial services. Skilled at mentoring at all levels, appreciating and teaching the dynamics of complex systems, and helping organizations connect the dots across levels and departments.
- Lean Six Sigma Process Improvement
- Mentoring Leaders and Staff
- Organizational and System Dynamics
- Change Leadership
- Relationship Building
- Team Leadership
- Oral and Written Communication
- Financial and Quantitative Analysis
Professional Experience
Tenet Healthcare, St. Christopher’s Hospital for Children, Senior Process Improvement Advisor, Philadelphia, PA, 2013-
Foster lean transformation through leadership of change initiatives.
- Led rollout of Lean Daily Management culture change initiative, including training six departments each month, daily coaching of CEO and direct reports, and consulting support to staff on successful application of Lean.
- Tripled first case on-time start percentage in the OR from 25 percent to 75 percent.
- Developed and supported a variety of projects to improve patient flow, including writing discharge orders earlier, reducing time from discharge to room ready, and reducing delays in admissions from the Emergency Room.
University of Pennsylvania, Affiliated Faculty, Organizational Dynamics Graduate Studies, Various years 1990-present
Taught Leadership, Diffusion of Innovation, Organizational Behavior, Organizational Change and Organizational Learning
PHH Mortgage, Director Operational Excellence, Mt. Laurel, NJ, 2010-2013
- Managed a suite of performance improvement projects in a $16B correspondent lending channel that reduced customer complaints, service-delivery-failure costs and operating expense, including one that saved $20K per month in hedge costs and eliminated four positions.
- Led a project to mprove cycle time and productivity in the mortgage loan repurchase process, which eliminated the backlog of unprocessed but approved repurchases, and avoided a contract breach with Fannie Mae.
- Played a key role in developing the operational risk management infrastructure at a mortgage lender originating over $50B annually. Led development of the key risk indicator framework and annual risk survey. Helped shape the operational incident reporting system and the risk and controls self-assessment (RCSA) program.
- Led a cross-functional team in developing a cycle time dashboard providing web-based visual management of end-to-end loan origination cycle time by function, business source, processing team, cycle segment, and loan characteristics. Led a cross-functional team in designing an innovative, friendly and powerful user interface for a pipeline management tool for correspondent bank clients. Led a team in building the reporting capabilities and visual dashboard to permit monitoring of performance against service-delivery promises made to a top institutional client.
- Enhanced management of underwriter staffing through more sophisticated headcount models that better captured the timing of underwriter workload and actual underwriting capacity available.
Kennard T. Wing & Company, Principal, Havertown, PA 1993-98, 2003-10
Responsible for establishing and maintaining client relationships, scoping projects, developing project plans, schedules and budgets, leading engagements, delivering quality and client satisfaction, delivering within schedule and budget, and engaging in thought leadership, publishing and public speaking.
Selected Accomplishments:
- Leaned out referral-handling process for therapy services, enabling 50 percent growth in client count.
- Redesigned support process for in-home evaluation services, reducing overload on administrative staff, increasing ability to substitute staff last minute, reducing staff-caused cancellations, and improving first pass yield of documentation and billing.
- Designed and implemented new method of budgeting staff hours based on patients, acuity and productivity standards, as well as new dashboard systems for reporting actual against budget.“We have much more confidence in the budget numbers and much more understanding of the assumptions behind them. We are able for the first time to dissect whole contracts and programs. For the first time, there is a quantified understanding of the linkages between services, revenues, and expenses. There is a new richness to budget discussions.”—CEO
- Improved data quality and reduced cost through new web-based system for tracking employee time by cost center, replacing a wasteful paper system with manual data entry.
OMG Center for Collaborative Learning, Project Director, Phila, PA, 1998-2003
Project Director and Controller at this consultancy serving the nonprofit sector
As Project Director, responsible for establishing and maintaining client relationships, scoping projects, developing project plans, schedules and budgets, leading engagement teams, delivering quality and client satisfaction, delivering within schedule and budget, mentoring junior staff, and engaging in thought leadership, publishing and public speaking.
Selected Accomplishments:
- Improved the quality of patient care and employee satisfaction with no increase in cost by designing a nurse staffing model able to flex with census, while meeting stringent criteria for unit identity and skill maintenance.
- Improved financial control and accountability by designing and implementing unit cost reporting against budget that required invention of extensions to variance analysis.
Immaculata University, Adjunct Faculty, 2000 Taught Strategy and Change Management at the Masters level
Institute for Interactive Management, Senior Consultant, Bala Cynwyd, PA, 1987-93
Wharton Econometrics, Product Manager, Account Manager, Philadelphia, PA, 1982-1987
Chase Econometrics, Programmer/Analyst, Bala Cynwyd, PA, 1980-1982
Gimbels, Department Manager, Statistical Manager, Phila., PA, 1978-1980
Education and Certification
M.S.Wharton School, University of Pennsylvania, Social Systems Sciences
B.S. Brown University, Applied Mathematics-Economics
Certified Six Sigma Black Belt
Certified Six Sigma Lean & Design for Six Sigma
Certified Management Accountant #9116