Healthcare leader with a proven ability to identify growth opportunity and align operational goals with financial and business strategy. Led diverse revenue cycle projects including charge capture enhancement and supply cost reduction initiatives. Solid process background honed through consulting. Crossover among departmental operations, clinical needs, and fiscal accountability. Ability to draw conclusions from multiple data sources and translate the concise message to a range of audiences including clinical staff and the C suite.
Experience
Director of Business Operations, 02/2016 to Current Dean Health – Kimberly, WI,
Flagship hospital of Oakland University William Beaumont School of Medicine
1,100 bed level 1 trauma.
Departmental accountability for supply chain, financial planning and variance reporting, analytics, and
charge capture for 63 operating rooms and an ambulatory center.
Responsible for developing and
maintaining FTE, operating, and capital budgets.
Responsible for $640M revenue/$200M supply
expense budgets.
Financial oversight of orthopedic and transplant clinics.
Manage a team of 30
managers, analysts, and registration clerks.
Passed two CPA-driven audits of perioperative charges that resulted in zero critical deficiencies.
Established and executed a multi-year financial, operational, and market strategic plan resulting
in a robotic program in the top five in the USA in terms of volume.
Implemented best practice elective scheduling, block scheduling, case add on, and two room
policies and developed a process to audit compliance with ratified policies.
Improved volume adjusted supply budget variance from 11% unfavorable to 3.6% favorable by
partnering with supply chain to establish ordering controls and develop PAR levels.
Implemented a business growth plan for B-Ready clinic to enhance patient education pre-
procedure as part of the preanesthesia screening process.
Program volume has increased 400%
in 3 years and decreased patient length of stay by one day on average.
Established appropriate UOS to improve labor productivity tracking which has resulted in clinical
managers better able to flex staff to achieve target worked and paid FTE variances.
Developed and implemented CRNA, Central Processing, and clinical staffing plans that achieved
coverage aligned with peak demand and provided a 20 percent reduction in overtime.
Developed process to streamline hospital-wide monthly variance reporting.
Designed and implemented a daily dashboard demonstrating surgical volume and hours to help
drive compliance with OR room CON accreditation.
Assist with faculty recruitment, compensation strategy, and manage incentive programs.
Surgery Business Manager, 02/2013 to 02/2016 Cgi Group Inc. – Greenville, NC,
Responsibility for surgery information systems, case scheduling, block management, charge capture, and
supply chain.
Served as guardian of surgical data and analyst for ad hoc reporting.
Managed 9 direct
reports.
Redesigned the block schedule to better align with surgeon preferred operating times resulting in
utilization improvement from 38% to 66%.
Increased profitability of high cost implant cases successfully leveraging analytics and
implementing vendor invoicing policies and procedures.
Supply cost decreased 11 percent.
Refined the schedule procedure dictionary to improve case length estimates and first case on
time start accuracy, which resulted in fewer gaps in the schedule, improved staff productivity, and
reduced overtime.
Claire Resume.
Aligned materials and PYXIS to successfully integrate charging and activate perpetual supply
functions.
Designed and implemented resource-based surgery charging criteria to improve perioperative
charge capture.
Realized more than $2M increased annual revenue.
Charging methodology
became capstone of system-wide charging.
Redesigned anesthesia and endoscopy CDM and charging methods to improve capture of
medication administration, which resulted in an average $450K additional revenue.
Co-led High Reliability in Healthcare program and taught principles to XXX+ staff members.
Management Consultant, 12/1998 to 12/2009 Ecs Federal – San Diego, CA,
Cofounder with DJ Claire of an international perioperative, anesthesia, and interim management consultancy.
Completed best practice assessments for 50+ hospitals.
Implemented many recommendations
for improvement in the areas of surgery schedule planning, schedule administration, patient
throughput, workflow, CPD infrastructure, and materials management.
Implemented processes with medical staff leadership to simplify urgent/emergent add on
scheduling and improve patient flow.
Designed tracking tools used as a guide to improve policy
adherence.
Leveraged analytics and throughput demand of a high-volume central supply department and
developed an achievable staff plan.
The benefits realized included reduced overtime, improved
case carts and preference cards, and a 22% increase in first case on time start accuracy.
Managed subscription perioperative benchmark engagements and provided a comparative
analysis of key financial, labor utilization, and key operational statistics for 15 distinct functional
areas within surgery.
Presented semiannual analyses of benchmark findings and recommendations to client hospitals'
C suites that were then used to track and help manage ongoing initiatives.
Associate Management Consultant, 12/1995 to 12/1998 Johnson & Johnson Health Care Systems, Inc – City, STATE,
Consulting & Services division of J&J through acquisition of DJ Claire & Associates, Inc.
Liaison between field consulting team and client hospitals for over 100 consulting projects as
senior in-house consultant.
Wrote strategic planning reports designed to align hospital marketing efforts to surgical case
potential within underserved service areas.
Assisted with J&J corporate acquisition and integration of the data department.
Awarded Johnson
& Johnson Chairman's Award and Achievement award.
PRESENTATIONS.
Operating Room Access Improvement", Vizient University Health System Consortium, Perioperative
Services Network Block Scheduling Web Conference, November 5, 2019.
Financial Considerations of Robotic Surgery", Mercy Health Nursing & Physician Leadership, 2015.
The Value of Surgery Benchmarking", Operating Room Nurses Association of Canada 2008
Conference, May 4 - 6, 2008.
Education and Training
Master of Science: Finance, Expected in Walsh College - Troy, MI, GPA:
MBA: Health Services Administration, Expected in Walsh College - Troy, MI, GPA:
Bachelor of Arts: Chemistry, Expected in Wayne State University - Detroit, MI, GPA:
Certificate: Executive Leadership, Expected in 2019 Cornell University - Ithaca, NY GPA:
Activities and Honors
CORNELL UNIVERSITY, Ithaca, NY
Claire Resume
Certified Revenue Cycle Representative (CRCR), March 2020
Healthcare Financial Management Association
Six Sigma Green Belt
American Society for Quality, Member, American College of Healthcare Executives (ACHE)
Member, Healthcare Financial Management Association (HFMA)
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