Management Laboratory

David Velasquez

530-***-**** *******@*****.***

Senior Laboratory Operations Leader

Innovative operations and systems-oriented leader with extensive laboratory development experience. Track record includes innovation and design of system solutions to complex operational and management issues. I possess superior problem solving skills due to an extensive background in building successful regional laboratory organizations. I am an excellent communicator and partner who engenders trust and respect with senior leaders and line-staff. I am accustomed to the role of change agent, working with and through others, to consistently achieve planned results.

Professional Experience

Huron Consulting Group Chicago, Il 2014 – 2015

As the premier healthcare consulting organization dedicated to performance improvement, Huron Healthcare helps hospitals and health systems nationwide achieve their goals and missions.

Laboratory Management Consultant 2014 – 2015

Responsible for guiding and assisting clients to manage labor costs effectively and efficiently as a trusted outside confidante and consultant. I work quickly through a well-defined, results-oriented process to assess current labor performance, identify process improvement opportunities, and implement solutions for both the short and long-term. The following methods are used:

Workload volumes. I look closely at testing and service demand, to guarantee that workload is met efficiently and effectively.

Staffing management. I develop and implement tools to effectively manage staffing levels, matching staff to changes in testing demand, as well as managing the use of overtime, paid time off, and contract labor.

Process redesign. I conduct a detailed analysis to identify improvement opportunities, using nationally accepted data sets from a wide variety of sources. I identify areas of opportunity and work collaboratively with the client to redesign work in order to ensure results.

Labor productivity. Using proven benchmarking and monitoring systems, Action O-I, and labor productivity monitoring tools, we work collaboratively to optimize staffing levels required for high quality service.

Shasta Regional Medical Center Redding CA 2014 - 2014

Shasta Regional Medical Center is a 246-bed acute care, medical and surgical facility with a full range of ancillary services.

Administrative Director of Laboratory Services

Responsible for the daily operations of the clinical laboratory and phlebotomy services serving the needs of all inpatients and supporting a Full Cycle IV Accredited Chest Pain Center.

Reduced overall reagent costs by 10% while improving patient service through the implementation of a streamlined ER troponin protocol

Minimized the effects of staff attrition in a region not served by CLS schools by introducing MLT’s to the technical skill mix.

Led the laboratory through a difficult outsourcing of microbiology due to a lack of licensed staff.

Sutter Health Shared Laboratory Livermore, CA 2006 – 2013

Sutter Health is a family of not-for-profit hospitals and physician organizations in 100 Northern California Communities with 26 hospitals, 5,000 physicians and 47,000 employees.

Director of Laboratory Operations

Senior Laboratory Operations Director reporting directly to the System Senior Vice President, Supply Chain. I was responsible for the overall operation and administration of the Shared Laboratory of Sutter Health. I provided strict adherence to federal requirements under CLIA-88, College of American Pathologists (CAP), the State of California and all other related regulatory and accrediting bodies affecting clinical activities of the Laboratory.

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530-***-**** *******@*****.***

Generated over $75 million in additional revenue for the system by designing, building and developing a system-wide regional laboratory. Construction was delivered on budget and ahead of schedule.

Improved quality of reproducible results while reducing corrected reports by developing and implementing an autoverification system covering 90% of clinical laboratory tests.

Reduced management overhead and storage costs by implementing an electronic Document Management system which improved and standardized processes for all laboratory policies, procedures and records.

Decreased management time in maintaining laboratory accreditation by implementing the CAP Accreditation Manager.

Simplified complex quality assurance and improvement processes by designing, building and implementing an integrated electronic occurrence management system.

Reduced lost specimen occurrences by over 95% by installing an integrated and networked specimen sorting and archiving system.

Team leader/player that supported system-wide standardization and integration initiatives.

MILLS-PENINSULA HEALTH CENTER Burlingame, CA 1999 – 2006

A 300-bed not-for-profit Sutter Health affiliate facility with 125 laboratory employees.

Administrative Director of Laboratory Services

I reported directly to the Chief Operating Officer. Responsible for the daily operation of the clinical and pathology laboratories for Mills-Peninsula Health Services and the Peninsula-Coastal Region Core Laboratory services.

Increased laboratory volume from 50,000 billable tests annually to 1.2 million tests in four years by developing the Regional Core Lab system serving the entire Peninsula Coastal Region of Sutter Health.

Created the Regional Cytology Laboratory serving the entire Peninsula Coastal Region by integrating Pap smear testing for several affiliates into the Mills-Peninsula pathology laboratory.

Reduced reference laboratory costs and generated revenue by introducing in-house Molecular Biological Testing for all of Sutter Health.

Solved difficult specimen handling and workflow issues by developing a container logic middleware system that allowed workflow customization for any collection site.

MERIS LABORATORIES San Jose, CA 1987 – 1999

Formerly a publicly owned regional laboratory serving physician offices in northern and southern California

Director of Laboratory and Billing Operations

I reported directly to the Chief Executive Officer. This position was responsible for all operational functions of the clinical laboratory and its associated billing department.

Grew laboratory services without additional labor expense by designing and implementing an in-house laboratory automation system.

Pioneered a cost-efficient barcoding solution for remote phlebotomy sites, ensuring positive sample identification for all laboratory specimens.

Ensured quality results reporting by designing and implementing autoverification algorithms.

Increased revenues, reduced day’s sales outstanding and achieved operational efficiencies by designing, developing and implementing a front-end billing system.

David Velasquez Page 3

530-***-**** *******@*****.***

Education

Bachelor of Science, Management Information Systems

University of San Francisco, San Francisco, CA

Bachelor of Science – Biology

University of San Francisco, San Francisco, CA

Certificate of Completion – Clinical Laboratory Science

School of Medical Technology, Ft. Sam Houston, TX

Certification

MT (ASCP) #150233

Clinical Laboratory Scientist #30895

Professional Activities

Member, American Society for Clinical Pathology

Member, Clinical Laboratory Management Society

Contributing Writer, CLSI Document – AUTO10-A Autoverification of Clinical Laboratory Test Results; Approved Guideline

Panel Participant, 2007 AACC Audio conference – Autoverification in the Clinical Lab – Working Smarter with your LIS

Presenter, 2008 ACC Northern California Presentation – Autoverification in the Clinical Lab – Practical Considerations

Presenter: 2009 AACC Northern California Presentation – Lean Laboratory Construction

Contributor: July 2010 CAP Today – For Core Laboratories, it’s all in the family

Panel Participant: December 2010 AACC Northern California Presentation – A look back at Autoverification in California

Contributor, February 2012, CAP Today - What’s working and what’s Not Working- In middleware, expert rules march on

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