- Largo, Maryland
- November 2, 2014
PROFESSIONAL PROFILE
Food Service Professional with strong business acumen and ability to create and implement solutions that transform organizations. Proven expertise in employee relations by receiving multi-level recognition for exceptional food quality for improved patient satisfaction, for outstanding employee satisfaction, retention and recruitment strategies. Facilitated training programs that contribute to operating consistency throughout the organization. Experienced in performance management, food operational excellence training and development, organizational/leadership development, workforce planning, and diversity and inclusion management.
AREAS OF EXPERTISE
Critical Thinking Techniques Developing Managers
Business Development Change Management
Performance Management Employee Retention
Financial Management Employee Relations
Education
Health Care Administration
Concentration: Health care Administration
Experience
• General Manager of Hospitality Services, George Washington University Hospital, 380 beds, “At Your Request”(Room Service) Patient tray-line design
• Responsible for $12M in managed volume for multidisciplinary, tertiary care hospital
• Responsible for licensed Starbucks, Subway franchised units as well as retail café, and Patient Services.
• Supervised Clinical Nutrition Manager and 5 Registered Dietitians
• Supervises Director, Operations Director, Retail Operations Director, Retail Managers, Clinical Nutrition Manager, Executive Chef, and Patients Services Manager
• Responsible for both Union and Non-union front line associates (85 FTEs)
• Facilitator of estimated $2M renovations and construction for Starbucks, Subway and BOH facility
• Serving over 1500 meals a day to patients, customers, and employees
• Responsible for patient and customer satisfaction reports as indicated by Press Ganey ad internal customer service surveys
• Experienced with internal financial and budgeting systems such as UFS (United Financial Services), Market Connection, Labor Management Systems-these software applications managed inventory, ordering, invoicing, budgeting, and other historical information necessary for P&L and managed fee financial planning.
• Participant in multiple committees using Lean 6 Sigma applications to influence patient and customer satisfaction and general productivity
• Director of Hospitality Services, Hospitality Services, Doctor’s Community Hospital, 220 beds
Director of Nutritional Services, Sumner Regional Medical Center, 155 beds
Assistant Director of Nutritional Services, Texas Harris Methodist Hospital, 726 beds
Assistant Director of Nutritional Services, Jane Phillips Medical Center, 125 bed campus
• Experienced in LMS, Operation Excellence, Operating Templates, InSight, and other Aramark production and productivity resource tools
• Proven outstanding relationships with clients identified as having “special” and “demanding” needs
• Organized, facilitated and managed the opening and operations of an Outpatient Diabetes Education Program. Facilitated credentialing of insurance, oversaw recognition process from ADA, marketed program to community, physicians, and Med-staff.
• Chaired HCAHPS committee. Implemented evidence-based practices, which resulted in improved IP, OP, and ED satisfaction scores.
• Executed internal/external special function and catering events featuring local and international cuisine.
• Successfully reduced FTEs in Nutritional Services from 41.5 to 29.5 by centralizing work processes, cross-training staff and redesigning patient tray line.
• Responsible for the operation of all culinary related employees as well as clinical dieticians. Created performance improvement plans for clinical department as part of campus-wide initiatives.
• Achieved top quartile results for total food expense per stat as indicted by Thomson Reuters
• Achieved top quartile results for “quality of food” on HCAHPS survey
• Improved Employee Engagement scores by 11% from prior year results, exceeding hospital average by 5 percentage points
• Conducted customer close-up survey of patrons of café, analyzed results, created and implemented action plan using ‘gridding’ process for performance improvement
• Improved average guest check from $3.20 to a high of $4.08 by implementing strategies as a result of the customer close-up analysis and emphasizing food production systems.
• Implemented and facilitated Operational Excellence, a companywide program that stimulates consistent food quality, minimizes waste, decreases food costs, and improves patient satisfaction.
• Created developmental action plans for Retail Managers, Patient Services Directors, Executive Chef and supervisors which support personal and career aspirations
• Coordinated and Facilitated Select Service Program as a precursor to room service in a 155 bed facility
• Analyzed and restructured tray-line process to improve average trays per minute from 1.8 to 3.1 trays to improve productivity