Nurse/Healthcare Leader

Timothy Hudson, PhD, RN, FACHE

Ashville, NC ***** 828-***-**** **************@*******.***

SENIOR HEALTH CARE LEADER / NURSE EXECUTIVE

Numerous CxO positions / Led Professional Organizations / Managed Senior Professionals

Exceptional record of success in the management of large organizations, including health care, recruiting, and training/education, in the US and overseas. Previously served as Chief Executive Officer, Chief Nursing Officer, Health Division Director, Trauma Coordinator, and Chief of Hospital Education, supervising as many as 3,200 employees and responsible for multiple facilities. Proven history of reducing costs, increasing safety, improving outcomes, streamlining workflow, and ensuring regulatory compliance in high-volume, high-risk environments. Excel at building and leading top-performing professional teams, administering budgets up to $250M, and enhancing capabilities through a focus on education and training.

Professional strengths include:

Leading Professionals – Operations – Strategic Planning – Change Management

Cost/Benefit Analysis – Project Management –Curriculum Development– Workforce Planning –Collaboration – Negotiations – Public Speaking – Process Optimization – Staff Development – Six Sigma

PROFESSIONAL EXPERIENCE

UNITED STATES ARMY, US / Overseas 2000-Present

Medical Center Commander, Landstuhl Regional Medical Center, Landstuhl, Germany (2017-present)

CEO-level role overseeing the operations of the Dept. of Defense’s only overseas ACS-rated Level III trauma medical center and 6 associated health clinics in Belgium, Italy, and Germany, with an average of 565,000 patients per year. Supervise up to 3,200 direct and indirect reports, including civilian personnel, and administer a $250M annual budget. Manage healthcare and evacuation support for Europe, the Middle East, and Africa. Responsible for strategic planning, service quality, best practices, safety, compliance, staffing, logistics, and more.

Managed a 100-bed medical center through a $22M (9%) budget reduction and 175-person (5%) staff reduction while exceeding industry care, quality, safety, and patient satisfaction standards.

Slashed $3.6M in costs by reducing equipment and maintenance contract expenses and adjusting pay scales.

Led the development and implementation of a multi-tiered, large-scale, global emergency response plan.

Coordinated the replacement of 30% of the staff due to scheduled transfers or retirement.

Saved more than $100,000 by identifying strategies to automate processes and streamline workflow.

Guided the organization to recognition as the #1 hospital (out of 64) for service and care by implementing tele-health and virtual health capabilities encompassing 3 continents.

Directed the reaccreditation of the only Level III trauma center outside the US, with zero deficiencies.

Reduced the turnaround time for capital purchases from 270 days to 10 days by implementing Lean processes.

Facilitated $660,000 in savings in 1 year by improving medical supply standardization.

Delivered $210,000 in savings by closing an underperforming coding contract and negotiating a new agreement that increased outpatient encounters from 68% to 90%, and accuracy from 90% to 97%.

Planned and coordinated the migration of 25,000 computers from Windows 8 to Windows 10 in 2 months.

Chief Nursing Officer, Evans Army Community Hospital, Colorado Springs, CO (2016-2017)

Directed all professional nursing management and functions for this 92-bed facility. Supervised 1,130 nursing professionals. Responsible for quality of care, patient safety, accreditation readiness, risk management, and performance improvement. Planned and led interdisciplinary continuous improvement efforts. Served on several critical executive committees and work groups. Supported all in-patient and out-patient departments.

Managed the planning, design, and implementation of new healthcare initiatives for 68,000 beneficiaries.

Improved RN professional board certification to 50% of staff by initiating a certification program.

Reduced nursing vacancies from 11% to 3% by implementing a recruitment program.

Increased Nursing Grand Round participation from 10 to 70 per month.

Established a successful Clinical Nurse Transition Program for all newly graduated RNs.

Timothy Hudson, PhD, RN, FACHE Page 2 of 4

(US Army, continued)

Commander, Medical Recruiting Brigade, US Army Recruiting Command, Fort Knox, KY (2014-2016)

Chief Executive Officer of a national recruiting agency responsible for recruiting healthcare professionals and chaplains in more than 100 specialties for active duty and reserve components. Controlled a $15M budget and a fleet of 525 vehicles. Supervised 712 personnel across 105 locations. Directed advertising, training, safety, security, administration, and logistics for personnel and their families.

Created new recruiting practices that led to the highest-ever recruitment (3,800 healthcare professionals across more than 50 specialties) for the Army in a two year span.

Director, System for Health, Office of the Surgeon General, Falls Church, VA (2013-2014)

Managed the System for Health Division, part of the Health & Wellness Directorate, with a focus on improving population health and the resilience of Army personnel and their families. Directed the implementation and enforcement of official policies and procedures on behalf of the Deputy Chief of Staff. Worked with the Executive Staff and The Surgeon General to ensure the proper implementation of health service support and command programs. Supervised 20 direct and indirect reports.

Implemented the highly successful Army Surgeon General’s Performance Triad Program (Sleep, Nutrition, Activity). Managed all research, pilot studies, and policy development.

Established the System for Health Council and directed the inaugural Brain Health Consortium, comprising more than 80 world-renowned scientists, academics, and industry leaders.

Commander, 264th Medical (Training) Battalion, Fort Sam Houston, TX (2010-2012)

Served as the CEO for an organization of more than 300 teaching personnel and 1,100 students, which provided advanced training for technical medical specialties. Developed strategic plans, organized resources, coordinated training efforts, and evaluated curricula.

Guided multiple curriculum updates to meet regulatory changes and maintain compliance.

Led the successful training and qualification of more than 9,000 students per year.

Increased first time graduation rates 12% and reduced course failures 5%, the highest pass rate in 7 years.

Chief, Hospital Education Division, Martin Army Community Hospital, Columbus, GA (2009-2010)

Oversaw continuing education, clinical competency training and staff professional development for a total of 2,000 employees at an 81-bed facility with 4 additional remote clinics. Advised hospital executive team on education requirements. Supervised a staff of 16.

Directed the hospital’s resuscitative training and the Simulation Training Lab.

Spearheaded the new hire, nursing orientation, preceptor development and mentoring, annual training, nurse clinical transition, student orientation, and Provider Resiliency programs.

Section Supervisor, Martin Army Community Hospital, Columbus, GA (2008-2009)

Managed the Intensive Care Unit (ICU), Post-Anesthesia Care Unit (PACU), and Medical-Surgical Unit (MEDSURG) for this 81-bed hospital. Supervised 115 registered nurses and 65 licensed practical nurses.

Trauma Coordinator, Craig Theater Hospital, Bagram, Afghanistan (2008)

Completed an 8-month assignment managing a trauma program in a combat zone. Charged with planning and conducting process improvement initiatives at the regional level. Evaluated treatment facilities. Conducted morbidity and mortality quality reviews and trauma records reviews.

Improved quality of care by implementing a standardized, multidisciplinary approach to trauma care.

Identified areas for improvement and developed clinical practice guidelines for casualty-receiving facilities.

Chief, Night Administrative Nursing Supervisor, Martin Army Community Hospital, Columbus, GA (2007-2008)

Oversaw nursing operations and ensured compliance with regulatory guidelines. Served as a bed manager for 5 inpatient units with an average of 38 patients, plus an ER that saw 100 patients per day.

Improved efficiency by implementing a workload management system to effectively allocate resources.

Recipient of the Chief of the Army Nurse Corps Recognition Award.

Timothy Hudson, PhD, RN, FACHE Page 3 of 4

(US Army, continued)

Nursing Performance Improvement Coordinator, Womack Army Medical Center, Fayetteville, NC (2006-2007)

Evaluated nursing performance and delivered improvement solutions while also directing nursing operations. Served in dual supervision role in a forward surgical team. Conducted training.

As NPI chair, initiated 61 evidence based projects over 21 areas, increasing projects by 50%.

Chief Nurse, /274th Forward Surgical Team, Mosul, Iraq (2005-2006)

Directed nursing care for injured soldiers. Supported a 30-bed medical, surgical, and trauma center.

Led the first-ever deployment of an electronic medical records system for a deployed surgical team.

Nurse Manager, Intensive Care Unit, Womack Army Medical Center, Fayetteville, NC (2003-2005)

Managed all nursing functions for a 16-bed ICU. Supervised 35 registered nurses, 7 licensed practical nurses, and 5 paraprofessionals. Also served in a dual supervision role as the Chief Nurse for a forward surgical team.

Developed automated inventory database reducing waste equating to $35K savings in 2 years

Increased competency based skill compliance from 64% to 93%, mandatory training from 78% to 91%.

Decreased sick call usage from 21% to 6%, decreased overtime usage by 89%

Presidential White House Nurse, White House Medical Unit, Washington, DC (2001-2003)

Provided standard and emergency medical assistance for the President, Vice President, senior staff members, and their families. Coordinated chemical and biological training for the unit.

Recognized as the White House Outstanding Junior Officer of the Year.

Chief, Staff Development, Education Div., Landstuhl Regional Medical Center, Landstuhl, Germany (2000-2001)

Oversaw the education of 2,000+ personnel. Updated curricula for the resuscitative medical, combat life saver, emergency medical technician, and pre-hospital trauma life support areas.

CAREER NOTES: Previously held the positions of Cardiothoracic/Surgical Intensive Care Nurse, Medical-Surgical Nurse, and Emergency Department Nurse with the US ARMY (1996-1999).

ACADEMIC APPOINTMENTS

Assistant Professor, School of Graduate Nursing, Indiana Wesleyan University (2009-Present)

Lead HCA Affiliate Faculty, College of Adult & Graduate Studies, Colorado Christian University (2016-Present)

Adjunct Faculty, College of Health Sciences & Professions, Ohio University (2012-2015)

EDUCATION

Ph.D. of Health Related Sciences, Virginia Commonwealth University, Richmond, VA

M.Ed. of Adult & Higher Education, University of Oklahoma, Norman, OK

Master’s in Strategic Studies, US Army War College, Carlisle, PA

MSA of Healthcare Administration, Central Michigan University, Mt. Pleasant, MI

BS of Nursing, Georgia Southwestern State University, Americus, GA

CERTIFICATIONS

Fellow, American College of Healthcare Executives (FACHE); Lean Six Sigma Black Belt; CCRN 1997-2017

ADDITIONAL INFORMATION

Affiliations: American Nurses Association (ANA), American Association of Critical Care Nurses (AACN)

Awards & Recognition: Bronze Star, Legion of Merit (2x), Meritorious Service Medal (8x), Order of Military Medical Merit, Who’s Who in American Universities & Colleges, Who’s Who in America,

Outstanding Young Men of America, Medical College of Virginia AAAHS Award.

Timothy Hudson, PhD, RN, FACHE Page 4 of 4

PUBLICATIONS

Paige, Christopher and Hudson, Timothy (2017). Patient Transport: Principles & Practice. Chapter 31

Military Patient Transport. The Air & Surface Transport Nurses Association

Morton, Richard, Krakover, Brian, Hudson, Timothy, and Alexander, Brian (2013). Casualty Evacuation:

An Innovative Role for Emergency Nurses. Journal of Emergency Nursing. 39 (6).

Hudson, Timothy L. and Morton, Richard (2010). Critical Care Transport in a Combat Environment

Building Tactical Trauma Transport Teams Before and During Deployment. Critical Care Nurse 30(6).

Paige, Christopher and Hudson, Timothy L (2009). Air & Surface Patient Transport: Principles &

Practice: Chapter 33 Military Transport. The Air & Surface Transport Nurses Association

Hudson, Timothy L. (2008). Delegation: Developing Our Future Nursing Leaders. MEDSURG Nursing: The

Journal of Adult Health 17(6).

Hudson, Timothy L., Dukes, Susan, Reilly, Karen. (2006). Use of Local Anesthesia for Arterial punctures.

American Journal of Critical Care 15,(6).

Hudson, Timothy L., Reilly, Karen, and Dulaigh, Joel. (2003). Considerations for chemical

Decontamination shelters. Disaster Management and Response 1(4);110-113.

Hudson, Timothy L. (2003). Maximizing a Transport Platform through Computer Technology, CIN:

Computers, Informatics, Nursing 21(2):72-79.

Hudson, Timothy L. and Anthony, Daniel H. (2002). Stretching the Stretcher: Increasing Safety in Critical

Care Transport. Military Medical Technology 6 (7).

Hudson, Timothy L. and Weichart, Thomas K. (2002). A method of transporting critical care mass

casualties. Disaster Management Response 1(1)

Hudson, Timothy L. and Grimes, Sean P. (2002). Life Support for Trauma and Transport: First Field Use.

Military Medicine, 167(9).

Hudson, Timothy L. (1999). Deployment Readiness: Training as You Fight. MilitaryRN Journal 2(1).

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