Rafael Hoyos

• Led a team of 5 junior analysts as a consultant, guiding them in selecting the most suitable methods and frameworks for deriving actionable insights from data, resulting in a 20% increase in analytical efficiency.
• Collaborated closely with the team to tailor data presentation techniques, effectively illustrating key findings and enhancing stakeholder understanding, which improved decision-making speed by 25%.
• Mentored junior team members in project management best practices and methodologies, significantly contributing to their professional development and skill enhancement, leading to a 30% improvement in overall team performance.

• Led kick-off meetings for patient monitoring systems including telemetry, medical imaging, EPIC, and Meditech.
• Increased average project support by 15% through strategic engagement with hospital leadership.
• Boosted team efficiency by 30% via enhanced professional collaboration and stakeholder engagement.
• Recruited, trained, and mentored new talent, improving team performance by 25%.
• Achieved a 65% reduction in human resource cost by employing data analysis techniques and a MATLAB algorithm to calculate resources needed to complete technical work for a given month at a given hospital, based on qualitative data of inventory

Project Highlight: Comprehensive Equipment Compliance Restoration

• Scope: Vast inventory of 4800 pieces of medical equipment, including life-saving and life-support devices, brought back to compliance within 2 years, while maintaining KPIs at target levels and meeting contractual obligations.
• Compliance Target: >98.0% (preventive maintenance completed as per manufacturers’ specifications, life-support/life-saving medical instrumentation operational and aesthetic integrity). Completed the project using a rolling-wave strategic approach, including documentation following a highly regulated governance environment
• Challenges: Prioritizing medical instrumentation by modality, urgency, importance and over-all risk level.
• Role: Project Manager. Led a team of 7 biomedical engineering technicians while maintaining day-to-day activities, incoming customer requests, and daily emergencies. Responsibilities included scheduling, workload delegation, bi-weekly progress report meetings with the C-suite, inventory management, coordination with SMEs, contractor management, while ensuring meeting KPIs.
• Documentation Practices: Utilized a tailored platform based on Service Max for real-time progress tracking, MATLAB algorithm developed for resource calculation, and a hybrid incremental/predictive approach for project execution.
• Outcome: Elevated compliance from 63.9% to 99.4% despite a 30% inventory growth over two years. Achieved significant risk reduction by ensuring operational integrity of devices,, optimized inventory management and control, and improved procedural protocols, reducing adverse events by 97% in 2 years, and substantial lifecycle cost reductions.

• Promoted to BMET II / aPC in January 2019
• Led a major project at an HCA hospital, collaborating with Surgical Services and Intensive Care Units to address and mitigate power outages during surgeries.
• Conducted risk assessments and root-cause analysis to enhance patient safety
• Developed and implemented changes to procedural documentation and best practices
• Created a comprehensive training program for educators, increasing oversight and accountability.
• Reduced adverse events by 97% through the implementation of information radiators and targeted training.
• Managed a $1M budget and successfully engaged stakeholders and functional managers to implement the program across 12 hospitals.

Project Highlight: Reducing Risk of Power Failure in Surgical Services Department

• Scope: Reduce the risk of power failure in the Surgical Services departments due to overuse of power in specific rooms and overloading of electrical panels during multiple procedures.
• Objective (Main): Ensure stable power supply for an inventory of 300+ highly specialized capital equipment, including surgical robots and medical imaging technologies, worth over $100M, avoiding power surges, and injury to medical staff.
• Challenges: Scheduling work within a 24/7 operational department with 16 ORs and 65-75 procedures daily.
• Role: Project Manager leading a team of 11 biomedical engineering technicians.
• Responsibilities: Managed communications, removed obstacles, developed the team, engaged stakeholders, coordinated SME outsourced tasks, and managed a $1M budget. Managed scheduling, resource utilization, strategy development, and implementation, including color-coding equipment based on amperage, implementation of information radiators, deployment of administrative and engineering controls and re-defining best-practices and protocols.
• Team Collaboration: Collaborated with surgical teams, OR directors, C-suite executives, and internal teams.
• Methodologies and Tools: Employed a hybrid incremental/predictive approach. Utilized MS Project and Service Max for real-time documentation and progress tracking, and MATLAB for resource allocation, leveling and change management efforts.
• Outcomes: Developed frameworks and protocols to simplify decision-making, eliminating overloading of electrical panels. Achieved a 99.5% reduction in power outages, and the project was successfully implemented in 7 additional hospitals.