Juan Resendiz, MSN, RN NE-BC
League City,TX
Summary
Critical care healthcare leader with deep expertise in managing high-stakes environments. Adept at team collaboration and consistently achieving positive patient outcomes. Strong focus on adaptive problem-solving, staff development, and efficient resource management. Well-versed in clinical protocols, patient safety, and strategic planning to enhance operational effectiveness.
Overview
25
25
years of professional experience
1
1
Certification
Work History
Director of Critical Care & Ancillary Services
Houston Methodist Clear Lake Hospital
08.2024 - Current
- Provide strategic and operational leadership over the Intensive Care Unit, High Acuity Unit, Respiratory Department, Central Telemetry, and Sleep Center, overseeing 70 FTEs and multi-million-dollar budgets.
- Direct clinical operations, ensuring high-quality, evidence-based patient care that consistently meets and exceeds regulatory standards (CMS, Joint Commission).
- Lead workforce planning, recruitment, and professional development initiatives that improve staff retention, engagement, and succession planning.
- Partner with medical staff and executive leadership to design and implement program growth initiatives, including the development and opening of a new Sleep Lab.
- Drive quality improvement efforts, resulting in measurable improvements in clinical outcomes, patient satisfaction, throughput, and safety metrics (e.g., reduction in CAUTI, CLABSI, and VAE rates).
- Optimize departmental workflows through data-driven decision-making, technology integration, and process redesign, improving both patient flow and operational efficiency.
- Serve as a key liaison across interdisciplinary teams, fostering collaboration between nursing, physicians, and hospital leadership to achieve organizational goals.
Director of Acute Care
Ascension St. John Medical Center
07.2022 - 08.2024
- Provide director-level leadership and oversight for eight acute care departments: 28-Bed Telemetry & Post-Kidney Transplant, 28-Bed General Medical/Surgical, 28-Bed Post-Surgical MedSurg, 28-Bed Ortho/Neuro/Trauma, 22-Bed Progressive Care Unit, 12 Bed In-Patient Dialysis Unit, 22-Bed Adult ICU and 18-Bed Surgical ICU.
- Provided nursing support in the planning and design of the new inpatient dialysis unit that opened in October 2023 which expanded our inpatient dialysis capabilities from 8 bed to 12 beds.
- Provide director oversight of the CLABSI committee. We have decreased the incidence of CLABSI by 56%
- Decrease utilization of travel staff by aggressive recruitment (zero travel staff in the ICUs)
- Involved in the planning and design of the new Surgical Intensive Care Unit.
Director of Nursing Renal/Family Practice
BSA Hospital
01.2020 - 07.2022
- Oversee the safe and effective staffing of a 44-bed Medical Surgical unit utilizing more than 60 FTEs
- Develop and implement guidelines and protocols allowing an increase of bed capacity to 68 beds during 2020 COVID-19 surge.
- Oversee the safe and effective staffing of 68 beds utilizing RAC staff.
- Improve and maintain bedside shift report and purposeful hourly rounding score, 2021 score above 80%
- Planned and met the budget goals for 2020 and 2021 fiscal years.
- Improved staff retention by 15% from the prior year. (2020 12%)
Manager of Critical Care Services
BSA Hospital
04.2017 - 01.2020
- Managing the safe and effective staffing of a 48-bed ICU utilizing more than 114 FTE and (from 4/2017 – 10/2017) also managed the safe and effective staffing of a 12-bed IMCU
- Established and sustained world-class patient outcomes as evidenced by (Cauti/Clabs rates), including eliminating CLABSI occurring from ICU care/insertion for over 1 year.
- Establishing a profound culture of empowerment, education, and teamwork as evidenced by a 2017 RN turnover rate of 11.7% (substantially improved from prior years)
- Recommended the creation of a Cardiology unit to merge with IMCU and assisted/collaborated with the business proposal and implementation of the new Cardio-IMCU Unit
- Recommended the creation of a Vascular Access Department and assisted/collaborated in the business proposal and implementation of the new Vascular Access Team (Department).
- Participated in Capital budget planning, including the recommendation, networking, obtaining, and completion of capital requesting and strategy
- Participated in Operational budget planning for the (2018) fiscal year for ICU, Cardio-IMCU, Telemetry, Wound Care, and Vascular Access Departments
- Ensured fiscal stewardship of departments through strategies such as charge capture education and accountability, leading to 2017 combined financial impact of >5% better than budget (ICU, Cardio-IMCU, and Telemetry Departments combined)
- Presenter of Customer Service Classes, Charge and Staff Nurse Meetings, and participated in the presentation of multiple other venues.
- Superb clinical resource serving as a clinical leader in such initiatives as Target:Stroke and assisted with implementing new clinical initiatives, such as Progressive Mobility and Pulsara.
- Phenomenal ability to collaborate with peer leaders as evidenced by establishing a cohort of ICU-ED shared RNs, establishing a joint ED-ICU Residency Program, supporting advanced education to enable ICU RNs to assist in Pediatric emergencies (i.e., CRRT in Pediatrics, etc.)
- Support of clinical advancement and nursing knowledge by collaborating with the ICU Team to initiate and sustain a Critical Care Journal Club (AACN Best Practice)
Nurse Manager, Cardiology
BSA Hospital
01.2016 - 01.2017
- Managing the safe and effective staffing of a 48 bed ICU
- Implementation of the “Rule of Nine” and “Stay Rule” that allowed nursing to admit and discharge patients in a more effective manner
- Help improve our discharge time by early identification of discharge patient
- Performed patient rounds to help reach out patient satisfaction score of 80%.
Registered Nurse, Shift Supervisor/Staff Nurse ICU
BSA Hospital
01.2010 - 01.2016
- As a shift supervisor in CCU, I supervised multiple Registered Nurses providing care for patients while in ICU. To include patients on ventilators, vasoactive drips, and with multi-organ failure.
- As a staff nurse, I provided care for patients in the surgical ICU, including taking care of patients post-operatively and with multiple other diagnoses. Including patients that received CABG and major neuro surgeries
- As a staff nurse, I provided care for patients in the medical ICU. Patients that included patients on ventilators, vasoactive drips, and multi-organ failure.
United States Marine Corps
01.2001 - 01.2009
Education
MSN -
Texas Tech University
Lubbock, TXBSN -
West Texas A&M University
Canyon, TXADN - undefined
Amarillo College
Amarillo, TXAssociates - General Studies
Central Texas College
Camp Pendleton, CASkills
- Multiple years of experience as a highly effective Nursing Leader of multiple departments within large healthcare organizations Proven success in many aspects, including staff retention, improving and sustaining stellar quality outcomes, inter-departmental and multi-disciplinary team building, and proposing, implementing, and sustaining creative and highly successful clinical and system-structural solutions
Certification
Nurse Executive-Board Certified
Languages
Spanish
Membership
- AACN
- ANA
- AONL
Credentials
- MSN
- BSN
- RN
- NE-BC
Timeline
Director of Critical Care & Ancillary Services
Houston Methodist Clear Lake Hospital
08.2024 - Current
Director of Acute Care
Ascension St. John Medical Center
07.2022 - 08.2024
Director of Nursing Renal/Family Practice
BSA Hospital
01.2020 - 07.2022
Manager of Critical Care Services
BSA Hospital
04.2017 - 01.2020
Nurse Manager, Cardiology
BSA Hospital
01.2016 - 01.2017
Registered Nurse, Shift Supervisor/Staff Nurse ICU
BSA Hospital
01.2010 - 01.2016
United States Marine Corps
01.2001 - 01.2009
ADN - undefined
Amarillo College
Associates - General Studies
Central Texas College
MSN -
Texas Tech University
BSN -
West Texas A&M University