Victor Grazette

• Used financial data as indices of operational opportunities
• Developed, and implemented infrastructures that improved workflows, reduced bottlenecking to accommodate successful surgical growth
• Restructured ECMO/VAD program to accommodate rapid growth—averting implosion and resulting in 12% improvement in productivity
• Restructured CVOR and Cath-Lab to accommodate growth that exceeded YTD expectation by 26%
• Implemented a just-in-time system staffing model across the system to improve workflows and perioperative metrics
• Implemented first Intra-Op CT to improve surgeon workflow and surgical team experience
• Spearheaded the research, development, and implementation of system's first Pediatric Robotic Surgical Program
• Used historical surgical data and lean principles to reduce waste and maximize intraoperative minutes
• Partnered with Supply Chain to improve intraoperative billing (in the Cath-lab and main OR)
• Exceeded staff engagement target by 6%
• Developed and executed strategic plans to support the vision of the organization.
• Formulated policies that improved operational efficiency and productivity.
• Negotiated contracts with vendors for services, products and supplies.
• Managed financial operations, overseeing budgeting, forecasting and financial analysis activities.
• Provided oversight of all departments in order to ensure smooth operation of daily activities.
• Established performance standards for staff members in order to drive productivity levels up.
• Collaborated with executive team members on major decisions regarding company-wide initiatives.
• Created effective communication strategies between management team members and employees at all levels of the organization.
• Implemented process improvement procedures that resulted in cost savings across the board.
• Maintained relationships with key stakeholders by attending meetings and responding promptly to inquiries or requests for information.
• Cultivated a culture of collaboration among department heads to facilitate cross-functional project execution.
• Reviewed reports from functional areas to assess progress towards organizational goals.
• Analyzed market trends to identify opportunities for growth within existing markets or new ones.
• Ensured compliance with federal, state and local regulatory standards.
• Identified problems and implemented solutions to better streamline operations.

Service Lines/Cost Centers: Cardiology, Cath-Lab, Cardiac Surgery, Respiratory and Pulmonary Services, Neurology, Physical Medicine, Wound-Care, Laboratory, Imaging Services, Pharmacy and Long-Term Acute Care Hospital Services

• Reported directly to Hospital President/COO with responsibilities for operational performance including quality, staff experience, retention, and productivity
• Served as a member of the hospital executive committee and other administrative committees as designated
• Attended governing board meetings
• Ensured staffing plans were appropriate for the hospital departments
• Assessed project resource requirements to support strategic execution.
• Responsible for ensuring Joint Commission, local, state, and federal regulatory readiness
• Created efficiencies through integrating departmental operations across the healthcare system: Business Spend Management: mitigate capital inefficiencies to realize more value spending and vendor relationships
• Sharing of labor resources, flexible staffing for volume variations, and consolidation of duplicate leadership positions
• Developed a “One-Call” system at the inception of our Cardiac Surgery Program
• Increased heal rate to 98% for POA (Present on Admission) Ulcers.
• Developed and implemented staffing/work-load instruments resulting in 35% improvement in overall productivity
• 12% reduction in labor utilization through: Elimination of agency usage
• Reduced nonproductive hours from 12% to ≤ 4%
• Increased service areas revenue by 15% through process improvement, work standardization and improved documentation
• Improved Service Line’s profitability by 5%
• Restructured and realigned our failing sleep-lab into a comprehensive “Sleep Wellness Center”
• On-boarded a full-time sleep certified/board certified pulmonologist/Intensivist
• 25% Volume increase
• 20% increase in revenue
• Decreased turn-around-time for results to PCPs
• Improved sleep center's patient satisfaction from 68% to 98% over 18-months
• As Administrator of Long-Term Acute Care hospital, I developed in collaboration with nursing, pharmacy, physical medicine, respiratory care and primary care physicians, standardized processes to meet/exceed defined metrics: Increased Profitability by 3.5% by 3rd QTR of the year acquired
• Decreased Unit Falls from 3.5% to 0% in four months
• Decreased HAPU (Hospital Acquired Pressure Ulcers) from 30% to 0% within two quarters

• Developed and implemented corporate strategies for long-term growth.
• Collaborated with executive team to create new product initiatives.
• Cultivated relationships with key stakeholders, including customers, vendors, and partners.
• Managed corporate communications to ensure consistent messaging across all channels.
• Created performance metrics to measure progress towards strategic goals.
• Developed and implemented staffing/work-load instruments resulting in 35% improvement in productivity
• 12% reduction in labor utilization through: Attenuated agency usage
• Reduced Over-Time hours from 12% to ≤ 4%
• Increased service areas revenue by 15% through process improvement, work standardization and documentation.