Andy Jaffal MD, MMM, CPE, FHM, FACP

✔ 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗖𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 & 𝗣𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 Provide enterprise-wide leadership for clinical governance, medical staff engagement, credentialing, privileging, and professional practice evaluation across all clinical services. Establish standardized governance structures that reinforce accountability, patient safety, regulatory compliance, and consistent quality performance. ✔ 𝗤𝘂𝗮𝗹𝗶𝘁𝘆, 𝗣𝗮𝘁𝗶𝗲𝗻𝘁 𝗦𝗮𝗳𝗲𝘁𝘆 & 𝗛𝗶𝗴𝗵-𝗥𝗲𝗹𝗶𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗖𝗮𝗿𝗲 Lead the design and implementation of quality and patient safety frameworks that support high-reliability healthcare delivery. Embed physicians into structured safety governance models, strengthen event review and escalation processes, and promote a culture of transparency and continuous improvement. ✔ 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 & 𝗖𝗮𝗿𝗲 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻 Drive optimization of clinical workflows, hospital throughput, and access to care to support safe, efficient, and patient-centered operations. Partner closely with executive leadership on service line strategy, capacity management, and care model design. ✔ 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗛𝗲𝗮𝗹𝘁𝗵 & 𝗗𝗮𝘁𝗮-𝗘𝗻𝗮𝗯𝗹𝗲𝗱 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗠𝗮𝗸𝗶𝗻𝗴 Support digital health enablement initiatives that enhance clinical efficiency, decision-making, and performance visibility. ✔ 𝗡𝗲𝘄 𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹 𝗖𝗼𝗺𝗺𝗶𝘀𝘀𝗶𝗼𝗻𝗶𝗻𝗴 & 𝗔𝗰𝗰𝗿𝗲𝗱𝗶𝘁𝗮𝘁𝗶𝗼𝗻 𝗥𝗲𝗮𝗱𝗶𝗻𝗲𝘀𝘀 Led the commissioning and activation of new clinical services, establishing clinical governance structures, credentialing and privileging processes, operational readiness reviews, and policy and order-set development. Played a key role in preparing the organization for initial JCI and CAP accreditation through quality frameworks, laboratory quality systems, and mock survey readiness activities.

✔ 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗖𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 & 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 Served as Chief Medical Officer for a major tertiary academic hospital, providing executive leadership across all clinical service lines. Partnered closely with the CEO, executive team, and medical staff leadership to align clinical excellence with operational, financial, and strategic priorities. ✔ 𝗚𝗿𝗮𝗱𝘂𝗮𝘁𝗲 𝗠𝗲𝗱𝗶𝗰𝗮𝗹 𝗘𝗱𝘂𝗰𝗮𝘁𝗶𝗼𝗻 & 𝗔𝗰𝗮𝗱𝗲𝗺𝗶𝗰 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 Served concurrently as Institutional GME Lead, providing executive oversight of graduate medical education and stewarding academic affiliations with Emory University, Mercer University, and Morehouse School of Medicine. ✔ 𝗤𝘂𝗮𝗹𝗶𝘁𝘆, 𝗣𝗮𝘁𝗶𝗲𝗻𝘁 𝗦𝗮𝗳𝗲𝘁𝘆 & 𝗛𝗶𝗴𝗵-𝗥𝗲𝗹𝗶𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗖𝗮𝗿𝗲 Led the enterprise quality and patient safety agenda by embedding physicians into a standardized safety governance framework. Strengthened event review, escalation, and accountability processes while reinforcing regulatory compliance and accreditation readiness. ✔ 𝗭𝗲𝗿𝗼-𝗛𝗮𝗿𝗺 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 & 𝗣𝗲𝗿𝗶𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝘃𝗲 𝗥𝗶𝘀𝗸 𝗥𝗲𝗱𝘂𝗰𝘁𝗶𝗼𝗻 Directed the design and execution of a hospital-wide zero-harm strategy focused on eliminating preventable patient safety events. Led targeted operating room interventions that eliminated lost specimens and retained surgical objects, strengthening perioperative workflows, operational discipline, and patient safety outcomes. ✔ 𝗣𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 & 𝗗𝗮𝘁𝗮 𝗔𝘁𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 Developed and implemented an advanced physician scorecard with a differentiated attribution model linking quality, productivity, and workflow efficiency to individual practice patterns. Enabled data-driven performance management, strengthened physician accountability, and supported continuous improvement in patient care delivery and operational outcomes.

✔ 𝗣𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗦𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 & 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Provided enterprise leadership for hospital medicine and palliative care services with a strong focus on physician engagement, retention, and sustainability. Redesigned staffing models to better align workload with clinical demand, addressed physician burnout through transparent leadership and accountability, and reduced provider turnover to below 5%, creating a stable and high-performing physician workforce. ✔ 𝗧𝗵𝗿𝗼𝘂𝗴𝗵𝗽𝘂𝘁 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻 & 𝗟𝗲𝗻𝗴𝘁𝗵-𝗼𝗳-𝗦𝘁𝗮𝘆 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Led system-wide efforts to improve inpatient flow and care coordination across hospitalist services. Reduced Excess Days by 28% within one year through standardized multidisciplinary rounds, improved discharge planning, and strengthened physician ownership of length-of-stay, readmissions, and order set utilization, resulting in improved access and operational efficiency. ✔ 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗠𝗲𝗮𝘀𝘂𝗿𝗲𝗺𝗲𝗻𝘁 & 𝗣𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Developed and deployed a comprehensive provider scorecard integrating productivity, quality, patient experience, and throughput metrics. Implemented a physician attribution model that linked individual practice patterns to outcomes, strengthening accountability, enabling data-driven coaching, and driving measurable improvements in inpatient performance. ✔ 𝗖𝗮𝗿𝗲 𝗠𝗼𝗱𝗲𝗹 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 & 𝗦𝗮𝗳𝗲𝘁𝘆 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 Launched the first telemedicine hospitalist program within Piedmont Healthcare and the state of Georgia, expanding access to care and supporting timely clinical decision-making. Served as a System Always Safe Trainer, advancing standardized safety practices, reinforcing high-reliability principles, and embedding patient safety into daily inpatient operations. ✔ 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗥𝗲𝗮𝗱𝗶𝗻𝗲𝘀𝘀 & 𝗦𝘆𝘀𝘁𝗲𝗺 𝗔𝗱𝘃𝗮𝗻𝗰𝗲𝗺𝗲𝗻𝘁

✔ 𝗤𝘂𝗮𝗹𝗶𝘁𝘆 & 𝗣𝗮𝘁𝗶𝗲𝗻𝘁 𝗦𝗮𝗳𝗲𝘁𝘆 𝗣𝗿𝗼𝗴𝗿𝗮𝗺 𝗦𝘁𝗮𝗯𝗶𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻 Appointed to stabilize and rebuild the hospital’s quality and safety infrastructure during a period of operational recovery. Standardized governance and oversight processes, strengthened issue escalation pathways, and reinforced physician accountability for patient safety and regulatory compliance. Achieved rapid improvement in safety culture and organizational readiness within six months. ✔ 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆 & 𝗖𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗪𝗼𝗿𝗸𝗳𝗹𝗼𝘄 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻 Redesigned inpatient clinical workflows and physician workload distribution to reduce variability and improve operational efficiency. Aligned staffing models with patient acuity and service demand, enabling consistent delivery of safe, high-quality care across clinical services while supporting physician effectiveness and sustainability. ✔ 𝗣𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 & 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 Restored team morale and eliminated physician turnover through visible leadership, clear expectations, and improved communication. Established trust with frontline providers by addressing operational pain points, clarifying accountability, and fostering a culture of respect, transparency, and shared responsibility for patient outcomes. ✔ 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗥𝗲𝗮𝗱𝗶𝗻𝗲𝘀𝘀 & 𝗦𝘆𝘀𝘁𝗲𝗺 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻 Demonstrated rapid performance improvement and leadership effectiveness that resulted in immediate promotion to lead the Hospital Medicine Service Line for Piedmont Healthcare. ✔ 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗖𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 This role established a strong foundation for future enterprise-level physician executive responsibilities. The work performed strengthened governance, safety, and physician alignment, directly contributing to broader system performance and long-term organizational stability.

✔ 𝗖𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 & 𝗥𝗲𝗮𝗱𝗺𝗶𝘀𝘀𝗶𝗼𝗻𝘀 𝗥𝗲𝗱𝘂𝗰𝘁𝗶𝗼𝗻 Provided physician leadership for hospitalist services while representing the group on local and national Ascension Health readmission committees. Contributed to system-wide strategies that reduced avoidable readmissions through improved care transitions, standardized evidence-based protocols, and strengthened physician accountability for post-acute outcomes. ✔ 𝗣𝗮𝘁𝗶𝗲𝗻𝘁 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 & 𝗙𝗮𝗺𝗶𝗹𝘆 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Served as hospital medicine representative on the Patient–Family Physician Council, partnering directly with patients and families to identify gaps in communication and care delivery. Implemented service improvements that enhanced patient experience, strengthened trust, and reinforced patient-centered inpatient care. ✔ 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗠𝗼𝗱𝗲𝗹 𝗗𝗲𝘀𝗶𝗴𝗻 & 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗦𝘁𝗲𝘄𝗮𝗿𝗱𝘀𝗵𝗶𝗽 Designed and implemented a scalable hospitalist business model that aligned clinical performance with financial sustainability. Optimized staffing, contracts, and operational processes to improve margin performance while maintaining high standards of quality, safety, and physician engagement. Increased organizational value through disciplined operations and performance transparency. ✔ 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 & 𝗣𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Oversaw day-to-day clinical and operational performance of the hospitalist group, ensuring reliable inpatient coverage and consistent quality outcomes. ✔ 𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝗶𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 & 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀 Demonstrated the ability to successfully lead at the intersection of clinical care and business strategy. Built a high-performing physician enterprise that delivered strong clinical outcomes, improved patient experience, and long-term financial viability, positioning the organization for future system integration and growth.

✔ 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗣𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 & 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 Served as Managing Partner within a large, multispecialty physician organization, providing executive leadership across clinical, operational, and governance domains. Partnered with physician leaders and administrative executives to establish clear accountability structures, align strategic priorities, and support sustainable organizational growth. ✔ 𝗤𝘂𝗮𝗹𝗶𝘁𝘆 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 & 𝗖𝗹𝗶𝗻𝗶𝗰𝗮𝗹 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀 As Chairman of the Department of Medicine, led physician-driven quality improvement initiatives focused on chronic disease management and population health. Achieved NCQA recognition for diabetes, hypertension, and stroke management by implementing standardized care protocols, performance monitoring ✔ 𝗠𝘂𝗹𝘁𝗶𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝘁𝘆 𝗚𝗿𝗼𝘄𝘁𝗵 & 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗘𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻 Chaired the Operations Management Board and led strategic expansion through the acquisition and integration of neurology, orthopedic, and neurosurgery practices. Strengthened service line depth and market competitiveness while ensuring operational alignment, physician integration, and governance consistency across specialties. ✔ 𝗕𝗼𝗮𝗿𝗱-𝗟𝗲𝘃𝗲𝗹 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 & 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗢𝘃𝗲𝗿𝘀𝗶𝗴𝗵𝘁 Provided oversight of operational performance, physician productivity, and resource allocation at the board level. Supported disciplined financial stewardship, contract alignment, and performance transparency to sustain growth while maintaining high standards of quality and patient care. ✔ 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗛𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 This role established a strong foundation in physician governance, multispecialty integration, and executive decision-making. The experience directly shaped future leadership roles in hospital operations, quality, safety, and enterprise-level healthcare transformation.

NORTHEAST GEORGIA MEDICAL CENTER 2002-2003 Gainesville, Georgia Vice Chair, Department of Medicine Counselor and advisor to the Chair and the Chief of Staff. Accomplishments: • Established the platform for CPOE adoption • Active participant on several committees to address ongoing staff concerns , patient safety and quality Chair, Department of Medicine • Define departmental value and mission • Organizes frequent departmental conferences to ensure patient safety and quality of care • Credentialing, privileging and OPPE/FPPE • Serve in the MEC that is accountable to the governing board. • Act as advisor to the CMO Accomplishments: • Restructure the medicine ER call schedule to ensure adequate specialty coverage. • Participated in the initial steps to create the first closed ICU • Worked with pharmacy and P&T committee to change formulary and cut cost and waste • Worked with the ER to open the first CDU unit to improve patient care and throughput • Worked with the IT team to establish the framework for CPOE. • Worked closely with other chairs and the CEO on the strategic planning of the health system

Graduate-level training in healthcare strategy, financial management, and organizational leadership. Developed expertise in quality improvement, performance analytics, and data-driven decision-making. Focused on managing and transforming large, complex healthcare systems at the enterprise level.