Julie Dudley

In collaboration with the Senior Leadership Team and Operations Management formulated, implemented and evaluated transformation and innovation objectives and strategies for operations with accountability for achieving both short and long-term strategic, business, and financial goals. Working with multidisciplinary teams, including finance, IT, innovation, operations, strategy and performance excellence, led the ambulatory technology strategy, clinic design and workflow optimization through lean process improvement.

• Implemented national virtual registration solution to improve patient experience and point of service collections. Total of $963,000 collected from five clinic locations in just under nine months, improvement in overall registration cycle time by 80%, significant savings in labor and supplies related to registration and clinical intake of patients.
• Directed the implementation of a virtual screener across four states and three EMRs in approximately eight weeks. This resulted in a significant operational lift of an average of 50% and overall safety for patients and staff.
• Partnered with physicians and clinical staff to implement a Lean inspired materials management solution across several markets with an average of 27% in YTD budget savings.
• Participated in multiple committees supporting employee well being and enhanced workplace environment.
• Engaged in system wide work to enhance access to care and addressing needs related to social determinants of health

Responsible for day to day operations, managing and facilitating planning and business development activities, partnering with providers to strategically advance practice through revenue and service line growth, leading the financial and clinical operations improvement for multiple outpatient centers, developing operating and capital budgets, optimizing revenue cycle, managing and monitoring relationships with third party payers, ensure compliance with regulatory agencies, manage allied health staff, manage the physical environment.

• Successfully partnered with physician leaders to expand clinical services to new markets, including opening new ambulatory practices from start to finish
• Created and implemented new practices to the Medical Group, to include policy development and revenue cycle improvements
• Oversaw several capital improvement initiatives, including new imaging equipment installation, to expand the capacity for treating patients as well as enhance the patient experience
• Achieved over $1.5 million in improved financial performance in the first three years through a combination of improved revenue due to strategic growth initiatives and improved third party contracts as well as cost reductions through enhanced operational efficiency
• Managed over 90 direct reports and led them through the complexities of accrediting body surveys such as Joint Commission Accreditation, Department of Health Services and CARF surveys
• Initiated and led contract negotiations with unique payer groups to significantly improve financial performance

Responsible for leading work groups using scientific management tools such as Lean and six sigma, leading cross departmental teams through project discovery, solution creation and implementation, development of financial impact model, management of performance management tool for tracking specific performance plans, analytics and data collection, investigating consultations.

• Led multiple process improvement initiatives with initial financial impact of approximately $5 million in the first year
• Managed change initiatives in high value areas including 69- bed, Level I Trauma Emergency Department and 32- bed, multi-specialty intensive care unit
• Performed investigative consultations and data analysis
• Created multiple data management tools to track operational trends and provide regular operational reporting