Tracy Carlisle 919-***-****

Palm City, FL ad2y4q@r.postjobfree.com

Operations Executive

Strategic Development / Organizational Development / Leadership Development / Government Contract Negotiation / Financial Performance / C-Level Negotiations / Reengineering Compensation Strategies / System Integration / Strategic Alliance Development / Talent Acquisition Policy Development / Operational Efficiencies / Restructuring / Lean Six Sigma / Performance Management / Strong Interpersonal Skills and Business Acumen

SUMMARY

Results-oriented leader with a track record of blending extensive operations experience with a shrewd business sense to inspire and lead organizations through expansion periods. Combines knowledge of regulatory environment, sales strategies, market trends, and finance to advance company goals. Possesses a natural talent for fostering collaboration while influencing and building consensus.

ACCOMPLISHMENTS

Collaborated with clinical divisions to define critical service line deficiencies. Established new clinics which produced 21% higher documented quality outcomes, 27% higher surgical cases and surgical CM increase of $1.35M

Worked with patient accounting, registration and verification/authorization to implement strategies to gain efficiency in patient throughput times. Improved times from 4 weeks to 1.25 weeks, by 70%.

Designed creative HR solutions that assist in sustaining a positive working environment to foster employee engagement, which enhanced financial outcomes. Retention increased by 20%, recruitment strategies were 12% more effective and cost saving of $3.5M

Restructured a broad range of services to ensure alignment with organizational goals and vision, enhanced branding efforts, and developed new operational and financial frameworks. Reduced patient time-to-be-seen by 300% and improved satisfaction scores by 50%. This resulted in 19.5% more patient visits, 13% higher outcomes through this collaborative approach, and financial metrics that exceeded the annual target by $1.12M

EXPERIENCE

February 2020 – Present Cleveland Clinic

Senior Regional Service Line Administrator – Neuroscience Institute & Orthopedic/Rheumatology Institute

Ensures the service line meets all key operational targets and accreditation requirements.

Directs performance improvement opportunities across the service line and partners to translate into realized efficiencies.

Drives integration and program development at newly acquired hospitals across the region. Achieved TJC Thrombectomy Capable designation for all 5 hospitals.

Develops overall direction for new service offerings, to include Post Stroke care, Behavioral Health and a Dementia/Brain Health program.

Developing a comprehensive Epilepsy program at all regional sites.

Advises in operational management to improve provider access and throughput for patient care.

Analyzes and monitors regional service line financial outcomes and professional productivity.

Develops Operational structures to support research and education initiatives

June 2018 – Present Connect Healthcare

CEO/Consultant

Provides business consulting to address current and future organizational needs and identify organizational gaps in knowledge, skills, and structures

Developed a strategic plan to expand services, recruit and contract new physician, improved work culture, implemented organization Principles & Practices and provided HR expertise, resulting in 20% improvement in physician satisfaction and recruitment outcomes.

Provided strategic planning, facility development, zoning and contractual expertise for start-up of an ambulatory surgical center. Developed initial protocols to obtain accreditation by the American Association of Accreditation of Ambulatory Surgery Facilities.

Re-structured roles/responsibilities to optimize efficiency which resulted in enhanced patient care, greater staff bandwidth and savings of $60k annually.

Aug 2016 – May 2018 Barrow Neurological Institute – Phoenix Children’s Hospital

Executive Director

Directed all seven neuroscience service lines within the Barrow Neurological Institute (BNI) as well as the Endocrinology and Genetics Divisions at PCH. Responsible for fully integrating and expanding services to achieve the highest levels of clinical quality outcomes, patient satisfaction and sustainable financial outcomes.

Reduced patient time-to-be-seen by 300% and improved satisfaction scores by 50%. This resulted in 19.5% more patient visits, 13% higher outcomes through this collaborative approach, and financial metrics that exceeded the annual target by $1.12M

Developed an international medical tourism program, bringing in 12 cases in the first year.

Established an emergent care program, reducing the Average Length of Stay in the Inpatient Behavioral Health Unit by 1.2 days, increased inpatient admissions by 2 per week and reduced the behavioral health hold time in the ED by 39%.

Collaborated with clinical divisions to define critical service line deficiencies. Established new clinics which produced 21% higher documented quality outcomes, 27% higher surgical cases and surgical CM increase of $1.35M

Reduced waste in the onboarding process and strategic direction of the human resource processes that improved efficiency and streamlined the hiring process by 25%, increased recruitment success by 11% and created an organizational savings of $400k per year.

Identified coding & billing errors producing more than $500K in savings in a single division.

Through proactive community awareness and image enhancement programs, generated more than $1M in donations.

Jan 2015 - Aug 2016 John F. Kennedy (JFK) Medical Center

Administrative Director

Recruited to strengthen operational effectiveness, improve program accessibility, and improve collaboration between interdependent areas within the organization. Directed operations of 75 clinicians, five direct reports and 40 support staff with budgets exceeding $250M.

Turned around underperforming services within the Institute producing a 140% or $5.14M increase in 2015 gross contribution margins

Improved the accuracy and relevance of the data collection process, decreasing sleep study appointment wait times by 70% and increasing physician accessibility by 18%.

Restructured billing processes driving an 8% improvement in physician productivity and improved mean patient satisfaction scores by 25%.

Developed innovative operational modifications that resulted in a 7% increase the utilization of JFK imaging services.

Improved the efficiencies of the onboarding processes, which reduced recruitment costs by $275k per years and improved physician billing productivity by 4 weeks, which resulted in additional client/patient billings of $40k per month.

Drove a comprehensive claims analysis resulting in an additional $1.2M in collections and led to 7% increase in ancillary services.

Negotiated with major third party payers, improving the payment rate of highly specialized services by 125% and saved $200k in capital investments.

Mar 2014 - Jan 2015 Seasons Hospice & Palliative Care of Delaware

Director of Human Resources and Business Operations

Increased average daily patient census by 37.5% and revenue by 25%.

Implemented policies, procedures and internal controls, realizing a 58% improvement in Medicare reimbursements and operational performance.

Improved employee relations and employee retention, by providing coaching to department leaders on relevant human resources issues, reducing turnover by 15% and decreasing recruiting costs by $75k annually.

Negotiated home health, DME and hospital contracts & service agreements, reducing contracted expenditures for outside services and supplies by 35%.

Nov 2010 - Mar 2014 Duke University Health System (DUHS)

Administrative Director

Provided administrative oversight for DUHS Hospital Medicine Division (Hospitalist & Palliative Medicine) developed strategic initiatives for a new division under DUHS, led community relations endeavors, guided philanthropic campaigns, and engineered community partnership programs.

Managed five budgets exceeding $25M that exceeded annual targets by over 20%.

Restructured clinical operations and implemented cost-effective changes, resulting in financial efficiencies of 18%.

Developed and conducted billing audit and training program driving a 30% revenue increase

Help to drive change within the organization, to include adoption of new technologies, integration of key new growth businesses and workflows, management of complex projects, staffing models, and organization structures, resulting in $625K over financial targets.

Wrote the business plan & subsequent operations of the comprehensive Palliative Care division serving multiple hospital sites, the Cancer Center, Duke Hospice and Homecare, and ambulatory sites across the system. Exceeded roll-out targets by 36%. Designed oncology/palliative care model that aligned services to admitted patients requiring pain and symptom management. Led to a 34% re-admission reduction for oncology patients.

Jan 2007 - Dec 2010 State of North Carolina, Department of Corrections

Hospital Services Administrator

DOC healthcare included medical, behavioral health (acute and chronic inpatient hospitalization, intensive outpatient programs, and individualized case management), dental, pharmacy, imaging, contractual sub-specialty service (both onsite and offsite), and allied health services (dietary, dialysis, DME, PT/OP/Rehabilitation, etc.).

Implemented processes to establish early communication with community health care services for discharge patients to enhance the utilization of services and promote improved health. The 22% increased utilization was being studied as a factor to reduce recidivism.

Developed an inventory management system to improve supply chain systems, track supplies and improve accountability of assets. Increased efficiency reduced annual statewide supply costs by $1.5 million.

Conducted recruitment initiatives, credentialed providers, tracked adherence to licensure and education requirements, and on-boarded new staff. By improving the recruitment and onboarding process, the turnover rate decreased by 20%.

Restructured the nursing schedules that better matched volume and saved $50k per month.

Implemented tele-med utilization system for Psychiatry to create continuous improvement for access across the state, which improved physician satisfaction enabling recruitment and retention initiatives to be improved by 20%

EARLIER CAREER:

Revenue Administration Officer - North Carolina Department of Revenue, Dec 05 – Jan 07

COO – Franchise Operations & SVP Strategic Development - H&R Block, Dec 90 – Dec 05

EDUCATION:

MBA concentration in Human Resources - Keller Graduate School of Management, Dec 08

BSBA majors Marketing & Hospitality Management – Appalachian State University, Dec 90

Lean Six Sigma, Duke University, Apr 2012

BOARD EXPERIECE:

Serving as Treasurer for Crane Creek Property Owners Association.

Member of the Alzheimer’s Association Southeast Florida Chapter board

Served as an advisory Board Member at the State Employee Credit Union for over five years.

Served as a member of the Board of Trustees for five years and the Treasurer for the last two years at the First United Methodist Church of Morganton, NC

Contact this candidate