Tyron Sutton

Serves as the senior administrator of the Department of Primary Care and Family Practice Clinic; directly manages three NCOIC positions; provides supervision of 9 enlisted and 30 civilian personnel; assists the Chief of Primary Care and the Chief of Primary Care Nursing with strategic planning and implementation; manages medical personnel distribution and professional development; manages an annual budget of $200K and equipment.

Impact:

• Developed and maintained computerized record management systems to store and process data.
• Improved the appointment system, leading to a 50% decrease in patient complaints in 3 months of taking over.
• Researched health center standards and guidelines to identify best practices and improvement opportunities.
• Implemented policies and procedures to achieve financial goals while meeting patient and associate expectations.
• Created business plans to optimize staffing efficiencies and reporting structures.
• Coordinated with other healthcare providers concerning treatment plans for patients.
• Developed and distributed employee work schedules based on operational needs and employee requests.

Serves as the primary instructor of the Medical Assistance Transition Course for the 3rd Infantry Division and Hunter Army Airfield; coordinates and conducts the National Registry Emergency Medical Technician Course and the Pre-Hospital Trauma Life Support Course; proctors and scores examinations given throughout the courses; maintains all administrative documentation and status used to prepare quarterly reports; assures appropriate training aids, textbooks, and course materials are readily available; notifies students of results.

Impact:

• Planned instruction to achieve objectives based upon student needs and established curriculum.
• Maintained accurate records to comply with federal, state and local standards.
• Prepared instruction through lesson plans to address student's assessed needs, goals and objectives.
• Employed variety of teaching styles to respond to needs of diverse learners.
• Attended meetings, training and activities to enhance skills and credentials.
• Conducted research and wrote literary articles for submission to professional journals.

Chief Plans Officer to the Command Surgeon of the US Army Central, responsible for the synchronization and direction of a staff of 18 healthcare administrators, nurses, operations specialists, and logistics planners for medical operations and logistics support throughout Southwest Asia, covering seven countries for over 20,000 service members and Department of Defense civilians, resulting in the ordering and delivery of $300M worth of medical supplies and equipment.

• Impact:
• Develop and implement patient accounting policies and programs impacting 20 countries and 200,000 beneficiaries, streamlining healthcare delivery across vast regions.
• Successfully coordinated troop deployment by writing 21 separate orders to fulfill medical requirements throughout Iraq, providing care for over 700 coalition members.
• Demonstrated strategic planning expertise by preparing and submitting long-range program goals for a large medical region.
• Exhibited strong leadership skills by planning and executing a leadership course for a joint military exercise.
• Trained, coached and mentored military units to improve readiness and training.

Led patient administration of the only dual-mission hospital in the Middle East. Administered a 38-bed community hospital and a 248-bed field hospital for over 54,000 eligible beneficiaries and more than 59 HIM staff across nine PCMHs.

Impact:

• Provided expert guidance on eligibility, patient access, HIM, HIPAA compliance, TJC compliance, and revenue management cycle to medical staff.
• Championed organizational improvement by developing and implementing healthcare facility policies and procedures across the entire country.
• Successfully led the transition through initiatives such as the ICD-10 implementation, and fulfilled the roles of HIPAA compliance officer and financial benefits counselor.
• Demonstrated strategic initiative by planning and leading special projects, such as the Diabetes Quality Initiative.
• Provided updates to Chief regarding investigations, policy changes, and personnel matters.

Led the second largest Army Medical Recruiting Health Care organization. Directed a team of 60 personnel, including United States Army Soldiers, Department of the Army civilians, and contractors, supporting seven healthcare recruiting centers throughout four southeastern states.

Impact:

• Provided efficient stewardship of all command resources, including an annual budget of over $210,000.00, a fleet of 18 vehicles, and 7 fixed facilities.
• Served as the strategic planner for the execution of recruiting operations for obtaining healthcare professionals, encompassing more than 75 specialties, in the United States Army and Army Reserve.
• Conduct professional-level interactive training workshops/seminars for victims of sexual harassment and sexual assault, units, and leaders, identifying victim services.

Medical Officer and HHB Executive Officer for a Field Artillery Battalion serving a non-standard mission as both a maneuver Task Force in support of OEF XI-XII. Responsible for advising the Battalion Commander on all aspects of medical operations, patient treatment, patient status, and medical risk. Manages combat health logistics and develops mass casualty plans and the combat health support plan. Assisted in the training, readiness, discipline, morale, health, and welfare of 103 Soldiers. Responsible for the maintenance and accountability of equipment valued at more than $30 million. Provided organizational leadership and collaborated with executive partners to establish long-term goals, strategies and company policies.

Impact:

• Facilitated the medical partnership training of Afghan National Army medics, which became the standard for Coalition Joint Task Force (CJTF)-1.
• Enhanced diplomatic relations by fostering effective communication and collaboration with the Afghan Ministry of Health, improving emergency healthcare delivery.
• Managed a Level 1 Enhanced Aid station that treated more than 1,300 non-battle injuries, 131 battle injuries, and 85 MEDEVACs in support of OEF XI-XII.
• Provided organizational leadership and collaborated with executive partners to establish long-term goals, strategies and company policies.

Medical Officer for an Infantry Battalion, responsible for advising the Battalion Commander on all aspects of medical operations, patient treatment, patient status, and medical risk. Manages health coordination and develops casualty plans and health support plans.

Impact:

• Delivered direct patient care, demonstrating strong clinical skills and commitment to patient well-being.
• Conducted research on military-relevant diseases, contributing to advancements in healthcare knowledge.
• Participating in Graduate Medical Education (GME) and training other medical personnel.
• Developed and conducted medical training scenarios to enhance unit readiness and response capabilities.
• Ensured compliance with military health and safety protocols during all operations.

Senior Enlisted advisor for the largest health clinic in the European Central Region. Responsible for the management, training, safety, health, morale, and welfare of 125 military and Civilian employees. Supports accountability and oversight of over $1,490,000 worth of equipment. Provides community medical services and deployment support for over 11,000 active military and family members.

Impact:

• Implementation of the Armed Force Health Longitudinal Technology Application (AHTLA) and Communication for combat casualty care.
• Developed and implemented the first medical proficiency training in the Schweinfurt community, resulting in 90% of 200 Role-1 Soldiers trained on MC4 and ATHLA.
• Recognized by the United States Army Europe Commanding General for their emphasis on safety, resulting in the unit receiving the certificate of merit for safety.
• Developed and implemented comprehensive program management plans, incorporating strategies for risk mitigation and contingency planning.
• Assessed program performance against key performance indicators (KPIs) and objectives, making data-driven decisions to guide strategic direction.