ANGIE GILKERSON

• Provide leadership, development, and performance oversight for Directors of Site Optimization across multiple divisions, establishing expectations, accountability, and performance standards.
• Partner with Senior Vice President of CRG, Presidents, and Regional Vice Presidents to prioritize engagements and deploy CRG resources to high‑value operational opportunities.
• Oversee the scoping, planning, and execution of outcome‑oriented improvement engagements focused on patient throughput, patient experience, and operational performance.
• Serve as executive sponsor for complex or escalated site engagements, navigating clinical, operational, and political dynamics to ensure sustained outcomes.
• Ensure consistent application of CRG methodologies, Leader Standard Work, dashboards, and executive reporting across engagements.
• Drive enterprise adoption of standardized improvement tools, PDCA methodology, and KPI governance to improve reliability and scalability of results.
• Maintain strong executive relationships with hospital leadership and Medical Directors to align improvement strategies with organizational priorities.

• Led large-scale clinical and operational improvement initiatives across multiple regions, partnering with executive and physician leadership to drive sustained performance improvement.
• Collaborated closely with Regional Vice Presidents and System Medical Directors to align site‑level improvement work with enterprise goals.
• Developed and implemented Leader Standard Work for Medical Directors to improve leadership effectiveness, operational focus, and work‑life balance.
• Provided subject‑matter expertise on staffing models, aligning provider and nursing resources to arrival patterns and patient volumes.
• Established site‑specific improvement roadmaps utilizing PDCA methodology, timelines, and accountability structures.
• Monitored and analyzed performance metrics including LOS, LWOT, quality indicators, NPS/hNPS, productivity, and safety outcomes to identify improvement opportunities.
• Recognized for delivering measurable, sustained improvements in complex and high‑acuity hospital environments.

• Directly responsible for over 137 FTE's including 3 Emergency Departments, Patient Access, and Clinical Administrators for the East Market with a combined Emergency Department visits greater than 100,000.
• Fiscal management responsibility, revenue/operational improvements with strategic planning while maintaining efficient utilization of change management tools and initiatives to meet patient, staff, and regulatory healthcare changes.
• Improved EMS relations by 10% in the East Market with strategic initiatives and community involvement.
• Responsible for combining Management Teams in the East Market for improved financial performance.
• Maintained system retention in the 95th percentile.
• Improved Patient Experience scores, Door to Doc and ED throughput times with an organized collaborative approach.

• Direct responsibility for 215 FTEs including Clermont and Mt. Orab Emergency Departments, inpatient nursing units, respiratory therapy, and clinical administration team.
• Led entire Mercy Health Clermont patient experience team initiatives, monitoring and successful outcomes.
• Improved admit LOS from 300 minutes to 254 minutes.
• Improved discharge LOS from 173 minutes to 148 minutes.
• Improved patient experience to the 75th percentile for both emergency departments and a target of 76.2 top box percentile for the inpatient nursing departments.

• Direct responsibility for 68 FTEs of two Emergency departments with a combined volume of 54,000 annually.
• Maintained top quartile in patient experience in both Mercy Health Clermont and Mt. Orab while improving staffing engagement.
• Maintained and improved goal for overall DC LOS and LWOT %
• Facilitated financial stewardship and construction growth for Mt. Orab emergency department from 8 to 15 beds.

• Oversaw site planning, construction, hiring, and successful opening of a new 8-bed freestanding emergency department.
• Developed relationships with community EMS and police departments.
• EPIC implementation superuser.
• Completion of JCAHO visit with no RFI/deficiencies identified.

• Over 9 years of Clinical Supervisor experience in a hospital setting managing ICU, Telemetry, Med-Surgical, and Emergency room staff.
• Leader of the Clinical Administrator team and responsible for developing and overseeing the Code Blue Committee, Rapid Response Team, and education of staff.

• Staff RN on a 60-bed Level 3 NICU trained in ECMO, Ventilation, UAC/UVC lines, and surgical infants.