Business Operations Process Improvement

ELIZABETH VALENTIN, MBA

860-***-**** Manchester, CT ***.********@*****.*** linkedin.com/in/liz-valentin CAREER SUMMARY

Dynamic and results-driven Executive Business Operations Leader with over 15 years of experience in healthcare operations, strategic leadership, and business administration. Proven expertise in process improvement, Lean methodology, and operational efficiency, driving cross-functional execution and complex problem-solving to optimize financial performance, patient care models, and market expansion. Adept at leading large-scale teams, with direct oversight of 13 direct reports and 700 indirect reports, ensuring resource optimization, financial sustainability, and operational excellence. Key accomplishments include successfully spearheading medical group restructuring, leading private equity-backed business growth, and navigating high-stakes negotiations to enhance payer contracts and revenue streams. A trusted leader during organizational transitions and crisis management, particularly in pandemic response strategies, implementing telehealth innovations and reopening in-person outpatient practices safely. A data-driven strategist with a strong ability to align KPIs with stakeholder goals to drive measurable business outcomes and long-term success. Area of Expertise: Executive Healthcare Operations Strategic Planning & Business Growth Private Equity & Financial Optimization Multi-Site Medical Group Center Leadership Process Improvement & Operational Excellence High-Stakes Negotiations & Deal-Making KPI Development & Balanced Scorecards Mergers, Acquisitions & Organizational Restructuring Lean Methodology & Workflow Optimization Regulatory Compliance & Risk Mitigation Revenue Generation & Financial Sustainability Team Leadership

& Change Management

PROFESSIONAL WORK EXPERIENCE

Spire Orthopedics - Stamford, CT Vice President of Operations 2022 – 2025

● Optimized scheduling and digitized patient intake, increasing patient volume, reducing wait times, and boosting provider productivity.

● Implemented LEAN workflows and cross-functional huddles, improving coordination, efficiency, and patient throughput while driving a 10% revenue increase across 11 locations.

● Led a team of 3 direct and 205 indirect reports, optimizing staffing models, creating a float pool, and redesigning workflows to increase productivity by 10% while minimizing overtime.

● Spearheaded De Novo expansion, strategically selecting high-demand locations, recruiting high-growth specialists, and driving 22% market penetration growth while reducing patient leakage.

● Expanded Physical Therapy services, consolidating multi- locations into a single high-efficiency site, reducing wait times to under 48 hours, and optimizing resource allocation.

● Drove $50M revenue growth and improved EBITDA by 5% in a PE-backed practice through service expansions, operational optimizations, and revenue cycle improvements.

● Drove the merger of two practices, achieving 20% operational cost savings through workflow standardization, EMR integration, and resource consolidation.

● Aligned physician leaders with organizational goals, increasing patient volumes by 22% and improving patient satisfaction scores by 12%.

● Fostered a high-performance culture, improving employee engagement by 9%, reducing turnover by 12%, and enhancing provider productivity by 7% through optimized clinic scheduling. Trinity Health of New England – Hartford, CT Executive Director of Operations 2020 – 2022

● Led a workforce of 13 direct and 700 indirect reports, driving strategic planning, resource allocation, and operational efficiency across ambulatory and outpatient centers.

● Optimized service lines, consolidating low-volume offerings, expanding high-margin services, and co-locating specialties to streamline patient flow.

● Cultivated the acquisition & integration of 125 providers across CT and MA, expanding market reach and driving 25% revenue growth through seamless operational alignment.

● Developed & launched an ambulatory access center, increasing market share by 21%, onboarding 125 new providers, and improving patient flow through targeted marketing and referral optimization.

● Enhanced provider engagement, increasing retention by 5%, boosting satisfaction scores, and implementing recognition programs, career development pathways, and well-being initiatives.

● Introduced Lean-driven same-day visits, reducing patient wait times by 5%, increasing daily capacity by 3%, and achieving 10% operational efficiency gains.

● Implemented a provider incentive model, increasing productivity by 12%, reducing overtime costs by 20%, and aligning performance with financial incentives.

● Fostered a culture of transparency, launching a Practice Operations Council to improve decision-making efficiency and implementing a centralized prior authorization process to reduce administrative burden and denials. Yale Medicine – New Haven, CT Director of Clinical Operations 2019 – 2021

● Optimized operations for 8 locations and 13 specialties across Fairfield County, managing 8 direct and 175 indirect reports while optimizing workflows and staffing models.

● Implemented Lean-driven efficiencies, increasing patient throughput by 5%, introducing online self-scheduling, and enhancing patient experience.

● Designed a hybrid pediatric-to-adult care model, improving continuity of care and increasing patient retention by 7%.

● Developed an innovative staffing model, reducing turnover by 8%, introducing split shifts, cross-training staff, and creating a float pool for peak coverage.

● Managed telehealth expansion during COVID-19, increasing virtual care adoption by 70%, launching training programs, tip sheets, and troubleshooting support to sustain high patient satisfaction.

● Implemented burnout prevention initiatives, introducing flexible scheduling, reducing staff attrition by 21%, and enhancing work-life balance post-pandemic.

Bristol Hospital – Bristol, CT Director of Service Line Strategy and Development 2018 – 2019

● Oversaw a $30M budget and 250 direct reports across 6 service lines, achieving 22% cost savings and optimizing financial performance.

● Directed Malcolm Baldrige initiatives, reducing ED wait times from 60 to 35 min, increasing Press Ganey scores from the 70th to 90th percentile, and cutting voluntary turnover from 20% to 8%.

● Applied Lean methodologies, reducing inefficiencies by 22%, streamlining workflows, and enhancing M&A integrations.

● Partnered with executive leadership to drive growth strategies, and program expansion while launching a Patient & Family Advisory Council and Crisis Response Coalition.

● Expanded the health systems footprint through a talent acquisition plan, reducing wait times, and addressing workforce shortages through creative recruitment and compensation strategies. Hartford HealthCare Medical Group – Wethersfield, CT Service Line Practice Manager 2016 – 2018

● Managed a 52-member multi-disciplinary team across 8 multi-specialty practices, increasing patient throughput by 5%.

● Standardized Heart & Vascular Institute operations, improving patient satisfaction by 8% and clinical outcomes.

● Led Lean initiatives across all practice locations, achieving 5% efficiency gains and driving continuous improvement.

● Executed practice acquisition & integration, onboarding 20 providers and optimizing front-end workflows.

● Developed Lean management policies, streamlining processes to enhance care consistency and resource utilization.

● Directed talent acquisition & cultural integration, creating a culture playbook, establishing joint leadership teams, and aligning new practices.

Eastern Connecticut Health Network – Manchester, CT Practice, Project Manager 2012 – 2015

● Revamped multi-site operations, managing a team of 32 across multiple locations, optimizing workflows, and reducing patient wait times by 3% to enhance patient experience.

● Developed strategic growth initiatives, creating succession and business plans that improved scalability, increased revenue by 7%, and ensured long-term practice sustainability. Saint Francis Hospital and Medical Center – Hartford, CT Office Manager 2003 – 2012

● Launched and scaled a new service line, establishing a bariatric program from the ground up, growing patient volume from 0 to 250 in two years, and streamlining patient intake to reduce scheduling time by 5%.

● Drove staff development and quality improvements, leading training programs that resulted in advanced certification and a 5% increase in patient satisfaction scores, reinforcing best practices and high standards of care. EDUCATION & AFFILIATIONS

Albertus Magnus College – Master of Business Administration Albertus Magnus College – Bachelor of Science, Business Medical Group Management Association – MEMBER

CHIEF – MEMBER

American Association of Orthopedic Executives- MEMBER HOSPITAL Administration & HealthCaRE Executive - MEMBER

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