1. Co-creation of the Patient Capacity Management Center where we have been able to expand across the health system for adults and pediatrics which has led to significant visibility of system tools, transparency and data utilization for capacity management.
2. Co-led large scale health system Beaker implementation which has helped drive towards our Oyster Point project for Lab Modernization & Centralization
3. Now embarking on a Radiology Radiant build and optimization for Radiology Central Scheduling and overall leveraging technology to improve radiology workflows & efficiencies. For example, in imaging we’ve been focusing on centralized scheduling, analytics for access and utilization, and improving how imaging capacity is managed so that technology helps expand patient access.
In my role, one of the goals was improving how we manage patient flow & access across the health system. Historically, information about capacity—beds, staffing, and patient movement—was fragmented across departments. We helped establish a Patient Capacity Management Center (PCMC) supported by technology that provides real-time visibility into system capacity. This included dashboards integrating data from the EHR and operational systems to track bed status, transfer demand, discharge readiness, and bottlenecks across facilities. This approach has also tied into improving patient access for imaging services where we face increasing demand while capacity and scheduling processes are fragmented across sites. The learnings from PCMC have been able to be translatable into the technology needs we are seeing in two key ways: 1) we implemented more centralized scheduling supported by data analytics that give us visibility into scanner utilization, scheduling patterns, and bottlenecks; 2) we leveraged reporting tools to monitor real-time capacity and identify opportunities to optimize how scanners and technologists are being used across the system. By combining technology with operational changes, we have been able to improve scheduling efficiencies, reduce unused capacity, and expand patient access. The key lesson for me is that technology alone doesn’t solve the problem—it’s the combination of data transparency and operational redesign that drives meaningful improvement.
What I find particularly meaningful is the culture of collaboration across disciplines. Whether it’s clinicians, nursing, analysts, researchers, operational leaders, or data scientists, there’s a shared commitment to improving patient outcomes and pushing the boundaries of what’s possible in healthcare. For me, that environment is incredibly energizing because it allows operational leadership to play a meaningful role in enabling innovation—ensuring that discoveries and new models of care can actually reach patients and communities
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