Dean, Nursing and Allied Health - Bay College - Escanaba, MI
(2025-05 - 2026-05)
- Led preparation for an 8-year ACEN accreditation review, ensuring institutional readiness and regulatory compliance.
- Redesigned LPN and ADN curricula to improve program alignment and educational outcomes.
- Transitioned nursing courses from online delivery back to in-person instruction.
- Re-established the LPN program at a second campus within six months following program closure.
Regional Dean, School of Nursing - San Joaquin Valley College
(2023-07 - 2025-09)
- Led state accreditation efforts at two campuses and submitted regulatory documentation for a third campus.
- Standardized ATI utilization across four campuses to improve instructional consistency and student preparedness.
- Implemented digital learning resources that reduced textbook expenses by approximately $900 per student.
- Redesigned admissions processes, including applicant interviews and student selection procedures.
- Directed integration initiatives across four California nursing programs to standardize educational delivery.
Dean, School of Nursing & Associate Dean, College of Health Sciences - University of Lynchburg
(2022-07 - 2023-07)
- Led preparation for CCNE accreditation activities.
- Developed and secured university approval for a redesigned nursing curriculum.
- Expanded faculty utilization of ATI tools to improve student engagement and performance.
- Used ExamSoft extensively to administer, proctor, and analyze student examinations, including Next Generation NCLEX-style clinical judgment item types.
- Implemented psychometric assessment methodologies at both the individual student and aggregate program level to strengthen examination development and evaluation practices.
Dean Of Nursing - Cochran School of Nursing, a part of St. John Riverside Health - Yonkers, NY
(2021-01 - 2022-06)
- Brought the school through multiple waves of the Covid-19 pandemic and prepared faculty and students to return to in-person education.
- Prepared the staff for the first ACEN accreditation review since 2013; received a recommendation for ongoing accreditation.
- Interviewed, hired, and helped train and orient the first four new faculty hired by the school since 2016.
- Set up faculty training and implementation of changes needed in both classroom and clinical settings, including testing for NCSBN changes to the NCLEX exam.
Corporate Director of Nursing - San Joaquin Valley College, Inc./Santa Barbara Business College
(2019-01 - 2021-02)
- Worked with the regulatory group at the State Board of Nursing for program changes and ongoing accreditation; successfully completed 4-year recertifications for programs at two campuses.
- Identified and mentored two instructors to assume the Director role on their campus.
- Leveraged resources for the integration of a learning management system (LMS) into the VN program.
Director of Nursing, Accreditation, and Online Nursing Programs - Stanbridge University
(2017-10 - 2018-06)
- Responsible for the complete revamping of the curriculum, moving the program from ADN to BSN as well as updating the curriculum for the BSN online program currently in place.
- Evaluated both RN and LVN programs for regulatory compliance and educational excellence.
Chief Nursing Officer/Chief Clinical Officer - Promise/Success Silver Lake Medical Center
(2016-12 - 2017-09)
- Identified the lack of preparedness and worked closely with the Quality Team escalating preparation for The Joint Commission visit at the end of 2017.
- Responded to a Centers for Medicare and Medicaid Services visit that occurred within two weeks of hire, providing appropriate written responses to a plethora of deficiencies to meet or exceed standards.
Chief Nursing Officer/Chief Clinical Officer - Desert Valley Hospital
(2013-11 - 2016-08)
- Improved throughput, allowing growth of in-patient census by 10% and increased Emergency department visits by 12%.
- Created and rolled out a new-graduate transitional education program which became a major recruiting tool for the facility.
- Prepared for and achieved Healthcare Facilities Accreditation Program and College of American Pathologists accreditation (equivalent of The Joint Commission).
Interim Nursing Director of Critical Care - Sanford Bemidji Medical Center
(2013-03 - 2013-11)
Responsible for the Emergency Departments (28,000 visits/year), ICU, Telemetry, Float Pool, House Supervisors, Staffing Office, and Walk-In Clinic/Urgent Care (26,000/yr).
Interim Nursing Director – Emergency Services - Tucson Medical Center
(2012-02 - 2012-08)
- Transitioned an established physician group out and helped establish a new team within the department.
- Partnered with a multi-disciplinary team to decrease Emergency Department throughput times, improving the bottom line by decreasing Left Without Being Seen statistics and improving in-patient census.
Interim Chief Nursing Officer - Lock Haven Hospital
(2011-12 - 2012-02)
- Worked with the CEO to interview orient and help onboard the new CNO.
- Worked with the ED manager and the lone local EMS service to improve availability for the EMS team in a true emergency by developing a method of transporting non-critical patients with alternate service.
Interim Management - Cedars-Sinai Hospital
(2011-08 - 2011-11)
Provided guidance and support to a developing management team of young professionals.
Interim Nursing Director, Critical Care Services - Mercy Medical Center - Redding, CA
(2011-04 - 2011-08)
- Provided oversight for all Critical Care Areas reporting to a Chief Nursing Officer who recently joined the Catholic Healthcare West facility, which had failed two previous Centers for Medicare and Medicaid visits.
- Restructured Critical Care Services under one management team, improving the bottom line and providing more consistent care to all critical care patients.
Interim Director, Clinical Informatics / Clinical Director for EMR; Interim Director of Adult Patient Care Services - University of California San Francisco
(2008-01 - 2010-09)
- Achieved budget plus 10% in the following year, leading to multiple years of fiscal success.
- Developed and implemented a tool to evaluate sitter usage and requirements, decreasing usage by 8-10 sitters per day with savings of approximately $500,000–$613,000/year.
- Collaborated with the Director of Decision Support to develop a new staffing matrix for all adult units, creating transparency that helped units attain and maintain 98% productivity during fiscal year 2009.
Interim Chief Nurse Executive - Assistant Administrator, Patient Care Services - Kaiser Permanente Santa Clara Medical Center
(2006-05 - 2007-11)
Led 8 direct and 800 indirect reports with a dotted line to Pharmacy and Radiology, managing a $194,000,000 budget.
- Developed and implemented a plan for changes in patient care required in a new facility and moved to the facility.
- Coached managers on fiscal accountability, changing lax budgeting and patient care hour practices, leading to a CFO-cited $19,000,000 turnaround, $12,000,000 from PCS.
- Developed and implemented a change effort to improve 11 A.M. discharges from 21% to 47%; eliminated costs of patients placed outside the facility and decreased LWBS to less than 2%.
- Led planning and successful passage of three certifications: California Children's Services for NICU (February 2007), Stroke (Fall 2006), and Joint Commission Triennial (Spring 2007).
Director Adult Patient Care Services; Director of Cardiovascular Services - Tucson Medical Center
(2003-09 - 2005-12)
Responsible for 11 managers and 700 employees in a 310-bed full-service acute care hospital.
- Assumed additional responsibility for staffing office, patient placement, diagnostic nursing, and float pool.
- Collaborated with IT and nursing informatics to implement a bedside electronic medical record and charting system.
- Identified the need for and implemented a hand-off tool for shift-to-shift reports adhering to CMS criteria.
- Investigated and implemented an online tool to fill open shifts.
- Identified areas of opportunity to reclassify patients in departments throughout the hospital, freeing beds to bring in additional patients.
- Collaborated with analysts to better utilize ACC and STS databases, using data to promote positive changes in departmental practices and drive cost savings.
- Opened a 36-bed unit for less acute cardiac patients
