Customer Service Manager
Resume:
Teddy R. Wilson
*** ** ****, ************, ***** 75766
************@********.***
Director / Senior Manager - Healthcare Operations
Hospital Administration / Personnel Management / Clinic Management /
Customer Service
Operating Room Management / Human Resources / Personnel / Training &
Presentations
Logistics/ Staffing / Team Building / Budget
Training manager for Air Force senior management school, Progressive
experience in human resources management and healthcare, Associate
Administrator, Executive Committee member for hospital decision-making
team. Chaired and co-chaired numerous committees in healthcare and other
related fields. Best Practice leader for Air Force Surgeon General's
customer service task force.
- Increased operating room utilization from 65% to 93%, enabling 150
additional procedures monthly
- Lowered healthcare supplies/equipment costs significantly for Wright
Patterson Regional Medical Center
- Designed layout for new healthcare education facility that was adopted
throughout operations
- Developed Quality Improvement training program for Air Force hospital
that was adopted by entire base
- Managed the cleaning contracts for different operating room suites to
operate with maximum efficiency
- Saved $300K annually by creating personnel and space efficiencies at Air
Force Service Academy
- Realigned nursing shifts at Air Force hospital eliminating schedule
inequities and discord
- Revised awards program reporting requirements saving time, labor and
expense
- Presented information for management consultation to medium businesses
for improvement
- Organized senior supervisor council to review issues and raise money for
scholarships and needy families
Selected Accomplishments
Increased operating room utilization from 65% to 93%, enabling 150
additional surgical procedures monthly. If a surgeon had priority on a room
and finished at noon, that unused time was not being captured. Designed
scheduling book that gave instant visual of rooms finishing early.
Developed rapport/two-way dialog with physicians. Scheduled additional
procedures. Helped Wright Patterson Regional Medical Center MD's catch up
on schedules/generate additional revenues.
Lowered healthcare supplies/equipment costs significantly for Wright
Patterson Regional Medical Center. Inherited out-of-control supply
equipment account. Supplies ran out, forecasting was impossible, poor
record of requisitions. Cataloged supplies. Tracked and monitored usage.
Negotiated cost savings and bulk purchases with vendors. Identified high-
dollar equipment and developed expectancy table to forecast needs, project
budgets, and time future purchases.
Designed layout for new healthcare education facility that was adopted
throughout operations. Air Force's only healthcare school was planning to
expand, rebuild and modernize due to changes in training requirements.
Researched current programs to capture what was working best and determine
future needs. Gathered information from outside sources and interjected
personal knowledge of training procedures. Presented recommendations which
were implemented in full.
Developed Quality Improvement training program for Air Force hospital that
was adopted by entire base. Air Force wanted quality improvement processes
implemented. Made training plan and developed teaching course content.
Scheduled classes around busy schedules, and managed doctor's time to not
disrupt clinics. Initiated vigorous campaign to sell training concepts.
Tracked training progress. Completed 97% of staff training in six months.
Saved $300K annually by creating personnel and space efficiencies at Air
Force Service Academy. Service Academy staff was inefficient and inflated.
Designed and implemented more efficient use of space. Developed creative
use of available resources. Switched several positions and eliminated six.
Adjusted schedules and timing. Saved $300K in salaries alone, and enabled
supervisors to oversee additional sections.
Teddy R. Wilson
Page two
Realigned nursing shifts at Air Force hospital eliminating schedule
inequities and discord. Previous manager had scheduled some nurses on 12
hour shifts and others in clinics (easy schedules) for years at a time.
Recognized genuine discontent and poor morale. Determined those who had
special needs and reviewed policies for violations. Rotated 12 hour shifts
throughout Nursing Department in fair and equitable manor. Eliminated real
or perceived favoritism.
Revised Air Force awards program reporting requirements saving time, labor
and expense. Awards program write-ups were very labor intensive, causing
frustrations and delay of recognition. Some awards never granted because of
time constraints. Surveyed civilian companies for ideas. Streamlined
reporting process, shortened form for submittals from two pages to ten
lines. Submitted up the ranks. Process adapted by Air Force.
Organized senior NCO Council to review issues and raise money for
scholarships and needy military families. Wing had over 300 senior
supervisors with no way of making a difference outside of their own
departments. Developed, guided and mentored a senior NCO Council. Wrote
bylaws, elected officers, and set goals. Made operational changes, raised
money and awarded scholarships, and met needs of deserving families.
Professional Experience
United States Air Force, 1975 to 2007.
Senior Advisor for, 16th Air Force, 2002 to 2005. Advised commander on
operations, HR and personnel assignments concerning over 11,000 troops.
16th AF area of responsibility included Bosnia, France, Greece, Italy,
Kosovo, Spain, and Turkey. Directed 55 staff and $300K budget.
Senior Advisor for, 366th Wing, 1998 to 2002. Advised Wing Commander
and senior staff on issues effecting 4000 personnel assigned to Air
Force's only standing air expeditionary wing.
Senior Advisor/Administrator to the CEO, 366th Medical Group, 1996 to
1998. Provided primary, emergency and surgical specialty healthcare to
members of 366th wing and their families. Advised medical group commander
on welfare, training progress and effective use of personnel. Provided
management, supervision and direction to personnel in four major
departments and senior staff.
Senior Advisor/Administrator to the CEO, 90th Medical Group, 1994 to
1996. Provided primary care, emergency, pediatrics, OB/GYN and some
surgical specialties. Planned, directed and implemented all hospital
quality improvement activities. Advised commander on personnel issues.
Managed cost center for senior staff.
Staffing Manager, Nursing Services, 8th Medical Group, 1992 to 1993.
Provided primary, emergency and healthcare to members of 8th wing.
Directed activities of nursing services. Responsible for orientation,
assignment training and evaluation of 40 nursing personnel and all
technical personnel assigned to hospital. Developed operating
instructions and budgets. Acquired medical supplies and equipment.
Advised on quality improvement and member of medical exercise evaluation
team.
Prior: Senior Advisor to Commander, 80th Medical Group. Quality Advisor
to the Commander, 80th Medical Group. Senior Advisor to Commander, 8th
Medical Group. Co-Manager of Operating Room, Wright Patterson Regional
Medical Center. Senior Instructor, Senior Service Academy. Senior
Instructor, Air Force Surgical Technician course. Wrote curriculum.
Surgical Technician.
Key Skills / Education
Key Skills: Training. Strategic planning and review. Career Counseling.
Effective presenter and seminar leader. Ability to interact with people at
all levels. Planning, forecasting and managing large or small staffs and
budgets. Motivator, able to get things done quickly. Expert on
welfare/training programs/effective use of personnel. Change agent,
improving processes/operations.
MA, Health Services Management, Webster University. BS, Occupational
Education, Wayland Baptist University. AA, Operating Room Technology, and
AA, Teaching, Community College of Air Force.
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