Jessica Claire
  • , , 100 Montgomery St. 10th Floor
  • Home: (555) 432-1000
  • Cell:
Professional Summary

Healthcare leader specializing in organizational transformation, operational excellence, and physician relations boasting breakthrough financial, operational, and quality improvements by shepherding others in the creation and operationalization of strategic and tactical objectives. Trusted advisor and executive coach with experience/improvements in multiple service lines including physician practices, peri-operative, cardiology, emergency/trauma services, revenue cycle, human resources, and ancillary services.

Summary of Skills
  • P&L Improvement
  • Physician Engagement in Operational Improvement
  • Strategy Deployment / Execution
  • Leadership & Staff Development
  • Systems Approach to Management for Continuous Improvement
  • Organizational Transformation
  • Project & Program Management
  • Vendor Relations & Management
Professional Experience
System Director, Lean Transformation, 03/2021 to Current
Enterprise Information ServicesMcallen, TX,

Responsibilities: Provides leadership to the development, implementation, and governance of Wellstar's Lean Program. Supports leadership in deployment of system strategy and tactics, enhancing patient care, quality and safety, as well as key systems, towards sustainable, and quantifiable results. Works with executives, service line leaders, physicians, and staff for the promotion of lean management, continuous improvement, and operational excellence.


  • Worked with leaders across multiple hospitals to implement a structured and standardized management system for strategy deployment, continuous improvement, daily management, and people development, forming the backbone system recognized by Malcolm Baldrige Quality Award.
  • Spearheaded model Value Stream Management System in Kennestone Hospitals 166 bed Emergency Department with breakthrough results (decreased diversion hours by 67%; decreased LOS by 25%; decreased boarding hours by 45%).
  • Designed lean education pathway to support operational needs and transformation pathway.
System Lean Consultant, 01/2020 to 03/2021
PaychexLewiston, ME,

Responsibilities: Lean System Consultant is an enterprise-level lean leader responsible for developing the workforce and lean management system across Wellstar. Mentored, coached, and supported all levels of the organization in the development and execution of strategic plans and critical service line initiatives, guiding a sustainable cultural and operational transformation throughout Wellstar Health System.


  • Designed critical lean infrastructure, including lean training (Lean Basics, Intro to A3 Thinking, 5S Training), standard lean tools (A3, Standard Work Playbooks, MDI / Kamishibia Playbooks, etc.), standard work development (Steering Team SW, Leader SW, RIE SW, etc.), and program management infrastructure (document library, participation tracking, storyboard standards, etc.).
  • Lead Throughput Value Stream Mapping initiatives in response to COVID surge requirements, resulting in 6 of 9 hospitals meeting target Length of Stay.
  • System Lean Leader driving HAI improvements across 11 hospitals producing standards for managing central lines and urinary catheters (maintaining 0.984 SUR for central lines through COVID, and reducing CAUTIs by 44%).
Operations Manager, 04/2018 to 01/2020
Community Health Systems Inc.City, STATE,

Responsibilities: Enterprise Operations Manager for 102 hospitals, managing enterprise throughput initiatives, best practice adoption, and standardization of enterprise contracting; works directly with Regional Presidents in the improvement of operational models, designing strategies for long-term growth and implementing a foundation for organizational transformation.


  • Successful implementation of Managing for Daily Improvement (aka Lean Daily Management) in 11 hospitals and 3 business offices, thus engaging more than 8,000 employees in driving strategic KPIs and daily continuous improvement
  • Managed process design, standardization, and execution of enterprise-wide adoption of Medicare Annual Wellness Visits increasing visits by 200% and contributing $10M of net revenue p.a. in collaboration with SVP of Physician Practices, CMIO, front-line physicians, and third-party vendors
  • Forged partnerships with hospital and corporate leaders while deploying an enterprise-wide capacity management system, exceeding targets in leveraging software to improve flow and adopt best practices
  • Spearheaded the creation of market command centers to govern patient flow, transfers, transport, EVS, and post-acute placement in multiple markets
Business Process Improvement Manager, 07/2017 to 04/2018
Community Health Systems Inc.City, STATE,

Responsibilities: Support oversight for 10 high priority hospitals in strategic planning and execution process. Orchestration of strategic initiative activities across the enterprise.


  • Guided Regional Presidents and Market executive teams through strategic planning and deployment process using proven lean methodologies (Hoshin Planning, Transformation Plan of Care (TPOC), Strategy A3s, etc.), driving results such as:
  • Redesign of ED layout by facilitation of 2P event, reducing door to provider time by 50%, LWOT from 3.3% to 1.3% and overall LOS to 60 mins
  • Successful initiatives to drive volume and reduce costs such as direct-to-employer contracting to capture out-of-network patients, targeted recruitment activities t (+18% Cardiology, +12% CV Surgery), and physician partnerships (+21% Bariatrics)
  • Implemented KaiNexus for strategic planning management, project management, and continuous improvement activities across 9 markets (21 hospitals)
  • Secured per site savings of $4M (2015); $4.6M (2016)
Senior Business Process Management Specialist, 03/2015 to 07/2017
Community Health Systems Inc.City, STATE,

Responsibilities: Mobilized lean TPS-style management system across five strategic markets with direct transformational oversight in five acute care hospitals; mentored and managed site improvement team; worked as executive coach aligning all levels of hospital and physician leadership to market strategic plan.


  • Worked directly with the Market CEO to achieve $9 million in net revenue enhancements
  • Revenue Cycle gains including improved order intake process from 250 minutes to 6, increased POS Collections from $5k to $35k/mo, reduction of unbilled days, increased net revenue by $500k in charge capture improvements
  • Managed improvements alongside surgeons and hospital leadership in the areas of Flash Sterilization reduction (12% to 4%); throughput efficiencies in PAT (-20m), Prep (-40m), OR TAT (-9m), PACU (-22m); 11% operating expense improvement; Endo LOS (-30m); and standardization of cash pay pricing across multiple campuses
  • Designed processes to manage labor, cutting overtime by 47% saving approximately $1.6M p.a.
Lean Practitioner (VOS Core Team Member II), 06/2012 to 02/2015
Johnson City Medical CenterCity, STATE,

Responsibilities: Developed strategic initiatives via Value Stream Analysis, then lead cross-functional teams in the re-engineering of processes via Rapid Improvement Events, Projects, leader standard work, and gemba walks; ensured success and sustainability of improvements.


  • Worked directly with Inpatient, Trauma, and Emergency Department leaders, physicians, and staff to improve key performance indicators including:
  • Reduction of Door to Provider time of 77 minutes to 9; Request to Bed less than 60 minutes, LWBS improvement from 7% to 1%
  • Cut supply inventory in half though optimization of supply flow and supply management
  • Labor expense reduction from $103/stat to $88/stat.
Masters Of Divinity: , Expected in 2012
Reformed Theological Seminary - Oviedo, FL
Bachelor of Science: , Expected in 08/2005
East Tennessee State University - Johnson City, TN

Simpler® Consulting, part of the IBM Watson Health™

  • Simpler Green Certification - Lean Principles within the Simpler Business System: Value and Waste Identification, A3 Thinking, Process Improvement
  • Bronze Certification - Team Leadership of Rapid Improvement Event cycles using the Simpler Business System, Effective Team Management, A3 Thinking, Problem solving, and Corrective Action
  • Silver Certification - Team Leadership of Mission Control, Value Stream Scoping and Analysis, Pull Systems, Standard Work, 6S, Visual Management, and establishing a Model Flow Cell

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School Attended

  • Reformed Theological Seminary
  • East Tennessee State University

Job Titles Held:

  • System Director, Lean Transformation
  • System Lean Consultant
  • Operations Manager
  • Business Process Improvement Manager
  • Senior Business Process Management Specialist
  • Lean Practitioner (VOS Core Team Member II)


  • Masters Of Divinity
  • Bachelor of Science

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