Project Management Executive

Timothy D. Wagner

***-* ****** ****** *** Francisco CA 94117 510-***-**** *******.*.******@*****.***

EXECUTIVE SUMMARY

PMP Certified & Lean / Six Sigma Black Belt trained project management director focused on expeditious and comprehensive change management at the executive level

Industrial & Operations Engineer with over ten years of experience in Healthcare Management

EXPERIENCE

MEDAMERICA / CEP AMERICA – Emeryville, CA (San Francisco Bay Area), June 2008 – Present

Leading healthcare practice management organization providing project management, consulting to national physician group

Expertise in emergency medicine, hospital medicine, anesthesiology, ambulatory & urgent care, and other acute specialties

The 400 employee Management Services Organization (MSO), MedAmerica, is the operations division supporting CEP America

Director of Project Management PMO, March 2017 – Present

Report directly to COO with executive influence across entire corporate leadership team

Key projects cover up to 4,000 users across 250 clinical sites, 12+ dotted-line multi-disciplinary internal reports and external vendors to drive execution and integration

Streamline and prioritize projects from 12 governing committees within organization into a singular project portfolio for executive review and sponsorship

Leverage ubiquitous project management software (MS Project, Wrike, Confluence) & methodologies (Agile Project Management, Waterfall) to scope, budget, schedule timelines, perform stakeholder analyses, assess risk, procure vendors, communicate and assure quality execution

Director of Practice Management Consulting, July 2015 – March 2017

Directed national team of 30 consultants and 4 managers, made up of process consultants, nurses, former hospital administrators, quality & risk specialists, and business analysts

Managed $4.5M annual department budget

Re-engineered leadership structure of consulting team to enhance effectiveness of support across national practice locations

Contributed to Development Team working with Board of Directors to create 5 year Strategic Plan for organization with goals of continuing national growth of hospital based and non-hospital based practice lines and integration across specialties

Partnered with physician executive team to set and meet performance targets around TTP (time to provider), TAT-D (turnaround time for discharge), TAT-A (time to admission), quality targets, patient satisfaction, and financial incentives

Co-chaired 12-person senior management team with mission to cultivate culture in organization, train and educate new managers, bridge gap between executive leadership and all employees

Created operational initiatives for clinical site practices; share best practices among sites; continuous improvement and innovation

Director of Anesthesia Operations, June 2014 – July 2015

Led integration of new anesthesia practice line into multi-specialty physician partnership

Daily management of 37-physician anesthesia division within multi-specialty physician partnership; Operations, billing, staff oversight

Managed business development pipeline for new anesthesia contract business: RFP responses; on-site proposals for prospective new client partners

Director of Business Strategy Implementation, July 2013 – June 2014

Created, designed, and implemented a new department for multi-specialty 1500+ physician partnership: Project Management Office (PMO)

Developed strategy with executive team and clinical leaders, identified organization goals, operationalized initiatives into actionable projects, led project teams Timothy D. Wagner

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Implemented cloud-based benefits software for enterprise, spanning 2,000+ clinical users and 1500+ employees

Managed average of 5-7 simultaneous Business Operations and IT projects

Managed interdepartmental, cross-functional teams of leaders and line workers; create standard approach for project management across enterprise (project budget, charter, scope, project plan, formal risk assessment, roles and responsibilities)

Led internal management education sessions: Operations Improvement, Project Management

Project Manager, July 2012 – July 2013

Performed comprehensive multi-specialty gap analysis across 15+ departments to compare differences in support between existing specialties (ED and Hospitalist) and prepare for new practices (Radiology and Anesthesia); recommended plan to leadership to address gaps

Project managed implementation of $850K electronic coding platform for 150+ hospitalist physicians across 13 practice locations

Practice Management Consultant, July 2010 – July 2012

Process Improvement and Business Operations for Emergency Departments (EDs); managed relationships between ED, lab, radiology, hospitalist practices to achieve optimal patient flow

Partnered with Medical Directors and hospital administrators to develop ED (and some Urgent Care) strategy and execution – goals of getting patient to provider faster, decreasing patient wait time in department, and increasing patient satisfaction

Consulted for region of 12 hospital sites ; supported colleagues across 90+ ED locations

40+ operations assessments performed at Emergency Departments: Observe patient flow, analyze arrival data and throughput data, recommend improvements, implement and monitor over time

2 international operations assessments at hospitals in Switzerland

Managed startup process for 5 new EDs: Successes achieved in reduced wait times (from >1hr to <=30 minutes), increased revenue by seeing more patients, and most importantly, increased patient satisfaction

Hosted external webinar: “Achieving ED and Hospitalist Integration”

Work with department staff to develop standard work and train staff on new processes; share best practices and lessons learned between client sites

Associate Practice Management Consultant, July 2008 – July 2010

Pioneered new role for the organization supporting senior consultants with data analysis, operation assessments, process design

Analyzed patient arrival patterns and matched staffing and processes accordingly

BOEING – Everett, WA, June 2007 – July 2008

Industrial Engineer

Process development and work sequencing for 787 Dreamliner and 767 airplane programs

Production readiness planning, value stream mapping

Lean and six sigma work flow studies

Process mapping of mechanics’ weekly work flow for plane production

CERTIFICATIONS

Lean Process Improvement Certified

Project Management Professional Certified (PMP)

Six Sigma Black Belt Trained

EDUCATION

Industrial and Operations Engineering BSE – University of Michigan, Ann Arbor, MI, May 2007

Coursework: Lean Process Improvement Strategy, Six Sigma Black Belt Training, Entrepreneurship, Operations Modeling and Methods, Economic Decision Making, Ergonomics, Statistical Modeling, Quality Engineering Analysis, Work Organization, Data Processing, Simulation OTHER PURSUITS

Co-founder of BAPIN: Bay Area Performance Improvement Network, focused on connecting process improvement leaders in Healthcare in the Bay Area

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