melinda quinn

Accountable for oversight, governance and management of the internal consulting team portfolio of engagements as well as Chief of Staff duties for the EVP/VP of Business Operations and IT. Managed a portfolio of $45M in IT funding. Partnered with senior leaders to lead, develop and build out the strategy of aligning key business priorities and projects across the enterprise for optimization of benefits, investments and resources as part of the multi-year planning process. Managed four direct reports. Directed and coordinated the fiscal management (ROI and investment analysis) of projects. Delivered Balanced Scorecard and Dashboard reporting across the enterprise. Partnered with vendors for service delivery and solutions for the portfolio.

Selected for BayCare’s first Six Sigma Black Belt Deployment team. Acted as an internal consultant to the organization. Responsible for facilitating and leading Six Sigma quality improvement projects with reporting responsibilities to the BayCare Board of Trustees and C-Level Leadership. Responsible for the development of the Lean training curriculum and mentoring of Green Belts. Projects included both revenue increases and cost savings of over $4M. Completed and lead multi-hospital projects in the following areas: Emergency and Trauma Services, Physician Services, Maternity, Operating Room, Business Office and Patient Access Services.

Responsible for multi-site directing, planning and overseeing of all aspects of Access Services and site management including registration, financial counseling, medical records, coding and joint commission readiness. Developed and implemented policies in conjunction with Patient Accounts/Billing Office, Medical Records/Coding and Patient Services to provide quality care and maximize reimbursement for all services rendered. Managed a team of 24 direct reports. Participated in physician/marketing calls and events, which improved customer satisfaction and increased services provided by 15%. Successfully prepared and administered the department’s annual operating and capital budgets. Managed a $700K renovation project for the Carlisle Imaging Center.

Act as an internal, enterprise-wide consultant for the executive leadership team. Responsible for developing relationships, presenting and working collaboratively with executive clients. The engagement model includes defining business problems, leading and executing large scale strategic initiatives and process improvements to reduce costs, increase revenues and improve the overall Customer Experience. Lead multiple enterprise-wide engagements exceeding $100M in savings. Worked in collaboration with HR to develop the Continuous Improvement Training for the enterprise. Completed high impact, high value results with the following business areas: Business and Clinical Operations, Pharmacy, Marketing, IT, Finance and Actuarial.