Harry H. Wolfe V

• Negotiated contracts with vendors for supplies and services necessary to maintain superior standards of care within budget constraints.
• Analyzed department performance data to identify trends or areas requiring intervention for continued success in providing exceptional healthcare services.
• Maintained regulatory compliance by keeping abreast of industry best practices and ensuring proper documentation procedures were followed consistently.
• Managed budgets and financial forecasting for the department, ensuring responsible allocation of resources to support optimal operations.
• Established key performance indicators for staff evaluations, promoting accountability and continuous improvement.
• Directed perioperative team to 20% increase in FCOTS (first case on time starts), first in turnover times for Medstar System, and a 14% average increase in patient experience scores.

• Manager of the year finalist in first year at hospital
• Lead a 32% increase in "On time first case starts" over a 10-month period
• Reduced FTE vacancies from 34% to less than 7% over a 10-month period
• Oversaw a 10% increase in surgical case volume over prior year
• Served as chair over OR boom renovation project
• Lead team that achieved a $360,000 allocation to establish integrated hemodynamic monitoring in interventional radiology
• Partnered with surgeons and anesthesia group to establish a transformational culture of respect, positivity and support.
• 170-bed hospital. 8 operating room suites, 2 endoscopy suites, 1 interventional radiology room with 2 additional procedure rooms.

• Roles include circulating RN, operating room charge RN, neuro coordinator, and preceptor

• Provided effective bedside care to patients before and after procedures to deliver comfort.
• Updated patient charts with data such as medications to keep records current and support accurate treatments.
• Collected, labeled and transported specimens and delivered to lab for testing.
• Level II trauma hospital, 167 beds, 13 bed OR suite

• Circulator/Preceptor. No trauma, 404 bed hospital. 24 OR suites-circulated mostly vascular and thoracic, and neuro spine cases. EPIC charting

• Level I trauma, 405 bed hospital. 32 OR suites. Circulated ortho, neuro spine, urology, general, and renal cases. EPIC Charting

• Coordinated implementation of people-related services, policies and programs through departmental staff.
• Pre-screened resumes prior to sending to corporate hiring managers for consideration.
• Partnered with Client Managers to ascertain hiring needs and subsequently provide candidate recommendations.

• Circulator/Preceptor
• Travel RN Level I Trauma Center.
• 923 Bed Facility, 8 Surgery Center Suites, EPIC Charting, Case types: General, Ortho, Plastics, Podiatry, Breast.

• OR— Circulator/Preceptor Travel RN Level II Trauma Center 365 Bed Facility 20 OR Suites EPIC Charting Case types: General, GYN, Cysto, DaVinci Robotics, Neuro, Ortho, Spine, Plastics, Bariatric).

• Circulator/charge RN/preceptor
• Travel RN Level II Trauma Center 167 Bed Facility 13 OR Suites Cerner Charting Case types: General, Ortho, GYN, Neuro.

• Meditech Charting Case types: General, Ortho, GYN, Neuro, Vascular, Labor and Delivery Level III Trauma.

Responsibilities include training of new staff, front of the house sales training, menu knowledge enhancement, increase of add-on sales over prior year