Samuel J. Baptiste
Houston
Summary
Healthcare Leader and Army Veteran with14 years of senior healthcare management experience in large, complex systems ranging from100 to1,000 beds. Practiced at strategically assessing and transforming operations to deliver quality care, enhance patient experiences, and achieve bottom-line results. Recognized by physicians, clinicians, staff, and community leaders as a collaborative change agent. Drive industry-leading improvements and foster a culture of excellence across the healthcare continuum. Expertise in strategic planning, quality/patient care, training & development, and performance excellence in Lean Six Sigma. A leader with vision and focus.
Overview
8
8
years of professional experience
1
1
Certification
Work History
DIRECTOR, QUALITY MANAGEMENT
Mercy Health System
01.2024 - Current
- A senior quality management leader with a dual reporting structure to Mercy Health System’s Chief Quality Officer & President of Mercy Ada Hospital
- Responsible for influencing strategic quality initiatives and working collaboratively with executive leadership to drive organizational excellence
- Strategic Leadership: Spearhead the planning, design, development, implementation, and evaluation of quality initiatives, driving continuous improvement across the health system
- Program Oversight: Provide administrative leadership for multiple quality management areas, including Infection Control, Patient Relations, Performance Improvement/Lean Transformation, Peer Review, Quality Assurance, and Regulatory Compliance
- Collaboration & Improvement: Partner with medical staff, administrators, and senior leaders to enhance quality of care, foster a culture of safety, and ensure patient satisfaction
- Technical Expertise & Data Utilization: Lead the aggregation and analysis of performance data to guide decision-making and improve patient outcomes
- Team Leadership: Directly oversee Quality Improvement, Risk, Patient Safety, and Infection Prevention teams, guiding efforts to achieve key quality metrics
PARTNER/DIRECTOR CONSULTANTS, Quality and Performance Improvement
Six Sigma by Design
01.2022 - 01.2024
- Empowered clients across various sectors, with a focus on transforming healthcare systems and driving organizational success
- Specialized in strategy & management consulting, digital and business transformation, program and project management, cultural change, leadership development, training, IT solutions, operational excellence, Lean Six Sigma, supply chain management, manufacturing, and business turnaround
- Performance Improvement: Spearheading targeted initiatives to achieve clinical, financial, and operational excellence across hospitals and healthcare systems
- Physician Enterprise: Delivering cost-effective insights and strategies to meet the unique challenges of medical groups and enhance performance
- Population Health: Guiding strategic direction and operational execution to enable sustainable growth and long-term success in an evolving healthcare landscape
- End-to-End Supply Chain Management: Leading comprehensive supply chain initiatives, including value analysis, financial optimization, operational enhancements, and workforce solutions
- Healthcare Accreditation & Compliance: Ensuring compliance with The Joint Commission (TJC) requirements, CMS Conditions of Participation, and state licensing mandates to maintain high standards in healthcare delivery
DIRECTOR, Performance Excellence
CHI St. Luke’s Health System
01.2019 - 01.2022
- Company Overview: (Common Spirit Health)
- Senior leader overseeing the quality and performance improvement functions for CHI St
- Luke’s North Market, with6 direct reports
- Accountable for patient safety, infection control, patient experience, and accreditation services
- Led the development and implementation of the CHI Texas Division’s standardized “Performance Improvement and Quality” strategy, integrating Lean Six Sigma, Lean Management, and other methodologies
- Key contributions included:
- Strategic Leadership: Directed multi-system projects, coached Lean teams, and trained staff in Performance Excellence methodologies to drive continuous improvement
- Process Optimization: Managed the organization’s knowledge repository, fostering a culture of learning and best practices aligned with the CHI Texas Division’s improvement approach
- Lean & Kaizen Facilitation: Taught Lean principles, led Kaizen/Rapid Improvement events, and utilized Work Out methodologies to fast-track enhancements in medical group and hospital operations
- Leadership Guidance: Partnered with hospital leaders to identify improvement opportunities, set priorities, and track departmental progress to ensure alignment with key goals
- Cross-Functional Collaboration: Facilitated weekly deep dive sessions for the Medical Group and North Market, engaging leaders, managers, and front-line staff in performance improvement initiatives
- High-Impact Projects: Led high-leverage process improvement projects targeting both local and divisional priorities to support organizational objectives
- Data-Driven Decision-Making: Regularly reviewed and analyzed operational performance data to pinpoint areas for improvement and support strategic priorities
- Workflow Visualization: Implemented huddle boards and daily10-minute workflow visualization sessions, resulting in a30% boost in punctuality,20% increase in productivity,12% improvement in employee satisfaction, and enhanced patient experience
- Lean Six Sigma Black Belt Training: Co-led the Lean Six Sigma Black Belt program, including Statistical Process Control (SPC) tools
- Lean Thinking Change Leader Program: Facilitated a3-day course for directors, clinical administrators, managers, and staff to embed Lean principles across the organization
- Operational Excellence: Directed initiatives to enhance practice efficiency and quality, including the Patient-First Initiative, in line with the Texas Division’s mission and values
LEAN MANAGER, St. Francis and St. Vincent Hospitals
Verity Health System
04.2018 - 12.2018
- Collaborated with senior management and department leaders to drive business transformation and continuous improvement initiatives, focusing on organizational structure, commercial goals, culture, people, and processes
- Key achievements include:
- Strategic Leadership: Spearheaded business transformation strategies, setting the pace for organizational change and driving continuous improvement across multiple healthcare facilities
- Lean Methodologies Deployment: Established a framework for applying Lean methodologies and best practices, ensuring compliance with CMS, TJC, and California Department of Health standards
- Successfully led St
- Francis Hospital’s preparation for The Joint Commission survey
- Cost Reduction: Achieved a $500K reduction in supply costs by collaborating with physicians and vendors to optimize Physician Preference Items (PPI) and contract negotiations
- Leadership Development: Trained over40 managers, directors, and executives in Lean thinking and process improvement, fostering a culture of operational excellence
- Patient Safety Improvement: Led initiatives that resulted in an18% reduction in patient harm incidents and sentinel events within one year
- High-Impact Lean Projects: Directed Lean projects for hospital leaders, achieving an estimated return of $25K+ per project, demonstrating the value of continuous improvement efforts
DIRECTOR, Performance Improvement
Kaiser Permanente
09.2016 - 10.2017
- Reported directly to the CEO, responsible for developing and executing strategies to enhance quality, patient safety, patient experience, process improvement, clinical effectiveness, and The Joint Commission (TJC) readiness
- Managed a lean team of six professionals, overseeing initiatives for two primary hospitals in San Francisco with a $2M budget
- Key accomplishments included:
- Compliance Improvement: Remediated major deficiencies in the pathology lab by implementing new processes, ensuring compliance with federal and local regulations
- Operational Efficiency: Designed and implemented patient-centered workflows that reduced the length of stay (LOS) by19% across the total joint program, lab, and radiology, enhancing patient flow and operational performance
- Quality Committee Leadership: Co-led the South San Francisco Hospital’s quality committee, achieving Top Quintile status among the nation’s best-performing health systems
- Patient Safety Enhancement: Reduced the risk-adjusted mortality index by16% by identifying and addressing key factors contributing to hospital-acquired infections (HAIs)
- Financial Impact: Led projects that delivered over $1M in earned value, demonstrating a strong return on investment through strategic initiatives
- Quality Metrics Improvement: Improved publicly reported quality and safety metrics by25%, positioning the hospitals as leaders in quality care
Education
M.S. - HEALTH CARE MANAGEMENT
Johns Hopkins University
01.2020
MASTER OF PUBLIC ADMINISTRATION - undefined
University of the Virgin Islands
01.2010
MASTER OF BUSINESS ADMINISTRATION - undefined
01.2008
B.A./B OF BUSINESS ADMINISTRATION - undefined
01.2008
Skills
- Analytical Skills / Process Standardization
- Care/Clinical Management/Bundle Payments
- Financial & Business Acumen
- Health Systems, Hospitals & Physician Practices
- Lean Six Sigma Training/Improvement
- Population Health Management
- Quality & Patient Safety
- TJC Accreditation/CMS COP
Certification
- Certified Lean Six Sigma Master Black Belt (2013)
- Certified Professional in Healthcare Quality (2024)
- Certified BLS Instructor (2023)
Affiliations
- American Society for Quality, Member since2020
- American College of Healthcare Executives, Member since2020
NOTABLE CONTRIBUTIONS
- Re-engineered the collection process which reduced the Medical Group’s Accounts Receivables (AR) by15% at CHI St. Luke’s Health System in Houston, Texas.
- Produced over15% in operational cost savings within1 year of establishing and implementing CHI St. Luke Texas Division's first Clinical Excellence Program to address the Medical Group's low screening and collection rates.
- Applied and taught the Lean Six Sigma methods to improve the Hospital Acquired Conditions (HAC) and ED throughput at the Woodlands and Vintage hospitals in Houston, Texas. Decreased ESI LOS and Left Before Treatment Completed (LBTC).
- Developed and instituted the first of its kind “Performance Improvement Essentials Training (PIE)” for all the Medical Group’s Directors, Clinical Administrators, Clinical Managers, and staff at CHI St. Luke’s Health.
- Led hospital quality initiatives, resulting in achieving a Leapfrog A rating (Fall2024) and a CMS5-star rating, demonstrating a commitment to high-quality patient care and regulatory excellence.
MILITARY
- United States Army,1983-1997 Honorably discharged
- Tours of Duty:
- 82nd Signal Battalion, Fort Bragg, NC
- Army Recruiter/Recruiting Station Commander, Corpus Christi, TX
- Army Recruiter/Station Commander, US Virgin Islands
EARLY CAREER
- Salinas Valley Memorial Health System, Salinas, CA2015 – Aug2016
- Juan Luis Hospital and Medical Center, St. Croix, USVI |2011 –2015
- HOVENSA, L.L.C. St. Croix, USVI |1999 –2010
- Government of the U.S. Virgin Islands - St. Croix, USVI |1997 –1999
Timeline
DIRECTOR, QUALITY MANAGEMENT
Mercy Health System
01.2024 - Current
PARTNER/DIRECTOR CONSULTANTS, Quality and Performance Improvement
Six Sigma by Design
01.2022 - 01.2024
DIRECTOR, Performance Excellence
CHI St. Luke’s Health System
01.2019 - 01.2022
LEAN MANAGER, St. Francis and St. Vincent Hospitals
Verity Health System
04.2018 - 12.2018
DIRECTOR, Performance Improvement
Kaiser Permanente
09.2016 - 10.2017
M.S. - HEALTH CARE MANAGEMENT
Johns Hopkins University
MASTER OF PUBLIC ADMINISTRATION - undefined
University of the Virgin Islands
MASTER OF BUSINESS ADMINISTRATION - undefined
B.A./B OF BUSINESS ADMINISTRATION - undefined
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