I am a dedicated professional and team player, passionate about improving the quality of care for oncology patients. I have 20+ years of experience in oncology with specialization in Leukemia/Lymphoma, Allogenic and Autologous Bone Marrow Transplant patient populations. I have held successive clinical and operational leadership positions in both the inpatient and outpatient oncology settings.
I'm particularly passionate about transformational leadership, team-building, coaching and professional development. I am extremely proud to be part of one of the nation's leading and most innovative healthcare organizations.
-NewYork-Presbyterian Hospital Weill Cornell Medical Center-
Director, Outpatient Oncology
Mar 2020 – Present
Director, Cancer Center
Dec 2018 – Mar 2020
Patient Care Director
May 2016 – Dec 2018
Provided oversight for a 16 bed Bone Marrow transplant unit with a 65 FTE nursing team averaging 200 transplants a year. Sustained 5 star patient satisfaction scores. Collaborated with multidisciplinary team to reduce CLABSI rates by 50% and fall rate by 30% in a 6 month time frame. Increased eligible nurse certification rate from 16% to 38% and eligible clinical ladder promotions from 0% to 25%. Maintained negative variance for both supplies and salaries despite a 24% increase in transplant volume from previous year. Led project to increase BMT bed capacity by 25% to accommodate a new BMT physician. Member of the Magnet Work group; contributing to the writing and first level review of SOEs in the Transformational Leadership Domain. Presented “Peer to Peer Feedback and Healthy Teams” at Staff Advisory Council, Magnet Council and Patient Safety Friday meetings with over 100 department leaders in attendance. Served as Interim PCD for 10 North, a 19-bed Medical Oncology unit with 50 FTE, from February 2017-October 2017. Served as Interim Manager of the Stitch Radiation Oncology, David H. Koch Radiation Oncology, and Lower Manhattan Radiation Oncology Centers from April 2018 – August 2018. Provided clinical leadership on the Product Standardization Review Committee, which is an enterprise wide (10 Campus) committee with a goal of standardizing nursing products and equipment across each campus. This was achieved by evaluating existing practices, process, and products being used across the system. In addition to standardization efforts, the committee was responsible for vetting requested products and ensuring they meet evidenced based care and best practice.
-Carolinas HealthCare System-
Senior Management Associate - Levine Cancer Insitute - System Nursing
Jun 2014 – Apr 2016
As a Senior Management Associate on the LCI System Nursing team, I managed and consulted on a multitude of projects related to nursing practice, competency, education and quality across 16 outpatient clinic/infusion locations as well as 8 Radiation Oncology sites.
• Conducted strategic planning studies for the oncology service line
• Developed standard operating practice and policies based on evidence based research , standardizing across all LCI sites
• Led team in obtaining and maintaining QOPI designation and participated in CoC, NABPC, FACT and Planetree Designations
• Led LCI team in the roll out of a new nursing competency model including development of individualized team competencies, creation of a competency database to be used for subsequent years, and education of all nurses and leaders at all 12 metro LCI sites
• Developed and presented both a LCI “new teammate” orientation as well as an “existing teammate” abridged orientation, training 600+ teammates in a 3 month period of time
• Developed a Manager On boarding Resource, a 10 part comprehensive manual, to be used by leaders to standardize on boarding of new teammates including Advanced Care Providers
• Generated 35 evidence based clinical nursing policies, incorporating front line nursing feedback and levels of evidence
Manager Ambulatory Services
Nov 2012 – Jun 2014
Levine Cancer Institute was opened by Carolinas Healthcare System in 2012 to meet the needs of cancer patients in the southeast region of the United States. As a Manager of Ambulatory Practice, I was responsible for operational and nursing oversight of 4 outpatient oncology clinics with a 60 FTE Nursing team.
• Managed operational aspects of clinics during an intense period of growth with average volume 118% over expected volume for 2013
• Developed orientation and competencies for 60+ teammates
• Hired and successfully onboarded 35+ employees in a 6 month period to meet demands of growing clinics
• Developed and led a Vascular Access Team (VAT) specializing in venous access of oncology population
• Prepared annual clinic budgets and forecasting for future years
• Collaborated with construction management team in creation of increased work spaces in expanding Hematology Oncology clinic
• Conducted a time study to decrease clinic wait times and increase efficiency
Jan 2008 – Nov 2012
Carolinas Healthcare System - University is a 130 bed, non-profit, academic medical center that is part of a larger system. A Nurse Manager, I was responsible for operational and nursing oversight for a 35 bed Medical Oncology unit with a 45 FTE nursing team and 3 Assistant Nurse Managers.
• Led team to progressively increase patient satisfaction scores, achieving “Highest Patient Satisfaction score of the Quarter” for 1st quarter 2012
• Increased teammate Morehead engagement scores from a Tier 3 to a Tier 1
• Increased provider satisfaction scores by 10 percentage points to achieve 92% rating of “Very Satisfied”
• Achieved the highest NDNQI RN Survey scores in the history of the unit and “perception of quality care” domain exceeded the benchmark of all other adult medical units participating
• Led unit to achieve NC Nurses Association Hallmarks of a Healthy Workplace designation
• Functioned as Nursing Leader/facilitator of the CMC-University Fall Team, which decreased fall rates by 24% hospital wide during tenure
• Led hospital wide Bedside Shift Report task force for all inpatient units
• Participated as hospital representative in the Fall HEN (Hospital Engagement Network) in the CMS Hospital Innovation Improvement Network program, a quality improvement collaborative which shared best practices across multiple hospitals to decrease preventable patient harm
• Participated in the Just Culture Collaborative through the NC Board of Nursing
-New York Presbyterian Hospital - Weill Cornell Medical Center-
Charge/Staff Nurse BMT/Oncology
2004 – Dec 2007
Staff/Charge Nurse on the Oncology Unit specializing in solid tumor, leukemia and lymphomas as well as a separate 16 bed Bone Marrow Transplant unit.
Assistant Nurse Manager
2001 – 2004
ANM on a 36 bed Medical Oncology Unit
-Memorial Sloan-Kettering Cancer Center-
1999 – 2001
Staff nurse on the Neuro Oncology, Orthopedic Oncology and Pain and Palliative Care unit.