Parvez Kazmi, MD

Responsible for the overall management of three areas: radiology, radiation oncology, and otolaryngology. Position reports directly to the COO and Chairs of Radiology, Radiation Oncology & Otolaryngology. Manage the departments' daily operations to achieve quality improvement, fiscal accountability, productivity, and patient experience goals/objectives as established by the leadership team. Oversee approximately 125 FTEs including Radiology Managers, technologist and staff with 12 direct reports • Reviewed existing capital equipment plans and drove consensus to move to different vendor for MRI as well as helped secure approval for Cyber Knife replacement • Collaborated across teams and vendors to prepare and execute strategic 5 year procurement plan across different modalities while securing discounted rates and service contracts • Partnered with Finance Director to shape Compensation plan as well as aligning faculty productivity with incentive plan • Ensured PACS replacement project was completed on schedule and training/knowledge gaps addressed • Identified need for engaging Teleradiology services to help fill access and coverage gaps; engaged multi departmental teams (IT, credentialing, faculty, legal) to identifying partners. Slated to start later Spring. • Guided Ops and clinical teams to realign resources and priorities around key workflow changes needed in Breast Imaging to improve access and service; some focal points included IT infrastructure improvement, faculty hiring/retention, offsite reviews and partnership reassessment • Initiated research administration review and identified key deliverables/reporting to ensure resource allocations are balanced for the department according to the hospital goals • Identified need for enhanced data literacy in the department; start with building data dashboards and supporting the use of data review to drive operational decisions

Served as Chief Administrative leader accountable for all operations, planning, financial, and academic activities for Radiology department. Oversaw staff of 535 including technologists, with 22 direct reports and 50 physician faculty, and operating budget of $100M for Practice and $500M for hospital operations. Over 275K imaging studies performed annually. • Successfully envisioned, developed, and operationalized new management structure, beginning with crucial hires in clinical operations, practice, and business management. • Played key role in planning and successful go-live of Radiology operations at new 102-bed CHOP hospital in PA suburbs. Expanded imaging footprint and clinical services (inpatient, ED, and outpatient/ambulatory). • Expanded Clinical Quality Improvement team to support quality & safety program. Added Manager role and Human Factors Engineer and developed hybrid Safety Quality Specialist role to standardize procedures across hospital. • As a Member of the Enterprise Capital Committee, negotiated support for $20M in Radiology capital purchases, including multiple MRI, CT, and IR replacements, along with other software upgrades. • Initiated and sponsored project to revamp patient scheduling process within Radiology resulting in total redesign which centralized non-specialized scheduling while retaining complex scheduling within department. Resulted in constant service level of 75%+ service metrics while handling record call volumes. • Led diversification of revenue streams by establishing additional teleradiology relationships with strategic health system in western PA and successful joint venture with health system in NJ. Improved margins and care availability.

• Internally promoted to the position, with oversight of both the hospital and practice operations for Radiology • Helped stabilize the department through an immense time of change in senior leadership, ensuring staff and faculty felt supported while ensuring the teams were positively focused on the core mission (through Town Halls, newsletters, open office hours) • Ensured business continuity by instituting reviews of key operational areas (scheduling, recruitment, faculty onboarding, technology, capital equipment) • Planned and chaired departmental retreats focused around 3 themes: clinical, research and education and then following through with successful implementation of suggestions from said retreats • Diversified revenue stream by strategically partnering with key academic institutions locally; working across multiple departments (legal, medical staff affairs, physician liaisons, IT and PACS), was able to onboard new teleradiology clients successfully • Initiated creation of 5- and 10-year strategic plans for the department, encompassing recruitment, technology and capital equipment roadmaps which would be used in growth mapping discussions with the enterprise • Represented Radiology at Practice Board Meetings and advanced strategic agendas as needed

• Newly created role where I oversaw expansion of teleradiology services, standardizing clinical operations and workflows as well as reviewing, recommending and overseeing deployment of technology upgrades • Introduced QGenda as clinical scheduling tool and guided transition from analog to online scheduling system for faculty and frontline support staff. • Partnered with Vice Chair of Education to create internal, homegrown Learning Management System for resident and fellow education which would then form the bedrock of the graduate program during the pandemic • Streamlined Research staff and workflow, strengthening relationship between the Research Institute and the department • Resolved research billing issues and created workflows for Principal investigators and Research Assistants to be involved in the budgeting process from the beginning, leading to more efficient utilization of resources • Represented the department on the Board for a Joint Venture, along with then Sr. Director and ensured all SLAs were met

• Established a clinical research foundation for a private clinic group in collaboration with multiple urgent care sites in greater Houston area • Partnered with local CROs and big pharma to increase visibility of group and attract research studies which would be beneficial to the local community • Ensured multiple sites reached their recruitment goals while also adhering to ICH guidelines • Oversaw a team of research assistants and multiple clinical research trials, ensuring data integrity as well as study timelines were met

Provide strategic vision, execution and daily management to drive growth momentum and achieve short- and long-term goals while meeting and often exceeding budget objectives. • Established a teleradiology division specifically for pediatric radiology • Helped secure seed funding for business expansion and recruitment • At its peak, PRA employed 36 pediatric trained radiologists, highest no of such faculty under one roof • Streamlined business operations, expanded sales personnel and guided development of internal PACS • Expanded support operations to include 24/7 call center

• Teleradiology start up; helped establish and organize company departments, with focus towards standardizing patient care by applying latest standard of care guidelines. • Developed clinical policies, procedures and protocols for implementation in accordance with American Board of Radiology and AMA guidelines. • Implemented weekly quality assurance review meetings in collaboration with the Chief Medical Officer to address clinical issues with reporting. • Streamlined office expenses, consistently meeting budgetary requirements • Oversaw entire HR department, including the recruitment process, orientation, payroll management • Established contact with hospitals, imaging centers, radiology practices to explore partnership possibilities.

Clinical research fellowship in pediatric renal transplant medicine

Residency - internal medicine

Internship