Georgia Institute of Technology

Senior Director, Administration at White Plains Hospital

Responsible for identifying and implementing strategic initiatives to support the organizational goals focused on clinical outcomes and cost containment.  Key accomplishments include:

 - Designed and implemented a Capacity Management strategic plan to improve patient throughput, length of stay and readmissions reduction. This involved leading a team of physician, nursing and operations leaders to implement multiple initiatives including redesign of the Hospitalists program, streamlining the admission and hand-off process from the Emergency Department, and implementing a process for management of our complex, high length of stay patients.
 - Supporting the CEO in Board functions, including development of the annual strategic plan for the Board and providing administrative support for various Board committees.
 - Redesigned the hospital-wide clinical quality reporting and review process. This involved development of process flows, streamlining case reviews and enhancement of analytics and reporting to improve patient outcomes and safety.
 - Led the hospital-wide implementation of TeleTracking, an Inpatient and Operating Room patient throughput and capacity management software solution. Resulted in a 30% reduction in time for ED patients being admitted, 50% reduction in the time to turnover a bed, and 45% increase in transport capacity.
 - Oversaw the assessment and implementation of a Perioperative Services transformation consulting engagement focused on pre-surgical optimization, throughput and efficiency, sterile processing, and establishment of a collaborative governance body. Resulted in a 60% improvement of first case on time starts, achievement of 75% prime time OR utilization, and increased surgeon and staff satisfaction.

White Plains Hospital

Assistant Vice President, Operational Performance

Senior Director, Administration

Director of Administration

Key engagements and responsibilities:
 - Led the implementation of a $29 million performance improvement project for a community based health system which included opportunities in patient throughput, labor productivity, non-labor cost reduction, revenue enhancement, and portfolio optimization.
 - Conducted an assessment at a leading Academic Medical Center that resulted in identification of $30 million in non-labor cost reduction opportunities and validated opportunities with hospital executives.
 - Created standardized tools, templates and reports to support engagement activities including sample budgets, work plans, and assessment reports resulting in increased productivity, client effectiveness and consistent methodologies across projects.

Berkeley Research Group LLC

Senior Managing Consultant

Key engagements and responsibilities:
 - Conducted an assessment of a leading Academic Medical Center’s clinical research related finance processes including documenting current processes for budgeting, charge capture and billing for clinical studies. Developed recommendations, future state design and detailed action plans for implementation.
 - Led charge capture initiative at a leading Academic Medical Center as part of a larger finance transformation initiative. Documented current processes for key clinical departments, identified opportunities to improve charge capture leveraging the recent Epic install, and developed action plans to implement recommendations. Resulted in improvements in cash collection, reduction in denials from late charges and improved capture of charges.
 - Analyzed reimbursement of two orthopedic physician practices as part of an acquisition review by a health system. Reviewed hospital Medicare and commercial reimbursement compared to the current orthopedic practice reimbursement to determine financial impact of acquisition.

KPMG Advisory

Manager

Key engagements and responsibilities:
 - Led multiple healthcare supply chain engagements, including identifying cost reduction opportunities, supporting client in development of Value Analysis teams, overseeing consulting staff, and reporting progress to executive leadership.
 - Evaluated profitability of specific DRGs (e.g. orthopedics, cardiac rhythm management, spine) utilizing data from Patient Revenue reports to determine cost drivers. Presented data to physicians to gain buy-in and support for initiatives resulting in over $20 million in savings across multiple hospitals.
 - Developed clinical assessment of Perioperative Services at a community hospital including participating in process redesign teams to document current state, develop future state and implement new processes.
 - Developed supply chain education content and course work covering topics such as Distribution & Warehousing, Sourcing & Contracting, Inventory Management, and Clinical Resource Management.
 - Coached consulting staff by reviewing methodologies and tools, providing guidance for completing tasks, and reviewing work product to provide feedback and make necessary modifications.

Lisa Padiyedathu