My work is defined by identifying entrenched inefficiencies, challenging the assumption that they are “just how it works,” and delivering scalable, end-to-end solutions that materially improve outcomes. I take initiative without waiting for direction and drive projects from concept through full-scale implementation. This tenacity and continuous focus on improving both systems and my own capabilities were recognized early in my tenure at HCA Healthcare, where I received a Rising Star Award in my first year in the industry.

At HCA Healthcare, this approach has translated into more than 60 automation initiatives spanning clinical, interface, and operational teams. I design and deliver end-to-end solutions using SQL and PowerShell, eliminating manual workflows at scale. One recent example addressed a regulatory notification process affecting 15,000+ patients in just one region. Previously, each case required manual EMR lookup and individual message distribution—an approach that put compliance deadlines at risk. I architected and implemented an automated solution that ingests patient data, executes notifications, validates delivery status, and escalates exceptions through reporting—transforming a labor-intensive process into a scalable, auditable system.

I consistently take ownership of ambiguous or unsupported initiatives and carry them through to execution. In one case, I identified a high-impact opportunity while working on the interface team and independently defined the problem, engaged stakeholders, and built a roadmap. Despite limited early support, I continued development, iterating through technical and organizational roadblocks while maintaining clear communication. As the solution matured, it gained leadership alignment and additional resourcing. The resulting application is now in production, projected to deliver over $100K in annual cost avoidance and reduce workload equivalent to 1.25 FTEs. This work was recognized with an Innovation Award.

Beyond individual builds, I drive systemic improvements by redesigning team documentation, work intake processes, and cross-functional workflows to reduce silos and increase transparency. I contribute where gaps exist—whether through operational improvements, technical delivery, or organizational initiatives such as leading technical learning sessions and coordinating cross-team engagement efforts. I have a track record of identifying needs beyond my immediate scope and contributing where impact is highest.

This pattern of initiative and execution has been consistent throughout my career. At Middle Tennessee State University, I founded the university’s first education-abroad student organization after identifying a gap in student resources. I led programming, organized international collaboration initiatives, and sustained engagement through virtual innovation during the pandemic. My contributions led to selection as a keynote speaker at the Tennessee Social Science Symposium and as the student representative on a Vice Provost search committee, evaluating 100+ candidates alongside faculty leadership.

Across roles and environments, I identify opportunities, build a path forward, and execute through completion. The common thread is ownership: I do not wait for direction or perfect conditions—I define the problem, design the solution, and deliver results.

I design enterprise automation that removes friction from clinical workflows and makes healthcare data more reliable. My work sits at the intersection of SQL, process design, and patient care — translating complex technical problems into durable, measurable business value.

Over the past few years, I've led initiatives that have collectively eliminated decades of manual effort, returned thousands of hours to clinical and operational teams, and strengthened the data foundations that clinicians rely on every day. Here's a look at a few of those efforts.

Data Standardization & Order Management at Scale Some of my most impactful work has been in data standardization — the unglamorous but high-leverage work of making sure the right data gets to the right place, at the right time, without human intervention.

I built automation that keeps roughly 6,000 terminated providers consistently removed from scheduling platforms, preventing patient misrouting and eliminating the reliance on inconsistent manual cleanup. Related efforts — disabling EVA commands, automating HCC configuration cleanup (734 providers removed), and consolidating visit types across ~200,000 encounters — have returned an estimated 3,700 hours (roughly 470 workdays) to the business and cut practice call handling in half.

The largest single-scale project in this area was order management. I inactivated ~25,000 stale lab orders (saving up to 51 workdays), cleared a backlog of more than 34 million expired orders, and put automation in place to keep the backlog from ever re-accumulating. Taken together, this effort represents an estimated 68 to 137 years of manual work avoided — while also improving system performance and ensuring critical new orders don't get lost in the noise.

Data Reprocessing & Patient Safety Another line of work has focused on data reliability, particularly in how quickly and accurately results make it back to the patient.

I led enterprise data reprocessing automation that proactively handles failed and oversized results, replacing the reactive, incident-based workflows that previously required constant manual intervention. This alone added 87 annualized hours (about 11 workdays) on top of 1–2 hours saved every week. I also streamlined the reconciliation process — previously a multi-system, document-handling slog — which reduced turnaround time significantly and mitigated the patient-safety risk of delayed or missed results.

On the integration side, I optimized ADT message processing, bringing daily volume from 90,000 down to 10,000 messages, eliminating week-long backlogs, and enabling true real-time data flow. Beyond the efficiency gains, the operational impact is real: better data integrity, fewer duplicates, and more timely information reaching the clinicians making care decisions.

Cross-Functional Problem Solving Not every problem is purely technical — some of the most rewarding work I've done has been cross-functional.

I took full ownership of a recurring Podium survey failure issue that had been bouncing between PSG Digital Marketing and the Interface team without a sustainable resolution. Tickets repeatedly resurfaced because no one owned the root cause, and each instance was treated as a one-off fix. I shifted the approach from reactive support to root-cause analysis. I analyzed failure patterns, tracked trends, and worked directly with Podium to understand their system and map the survey process end-to-end. This uncovered several key issues: fragmented ownership across teams, lack of shared visibility into the full workflow, mismatched processing criteria between Podium and the Interface team, data quality issues (particularly ADT and provider mapping), and unmaintained Cloverleaf threads allowing outdated data to flow downstream. I led a cross-functional solution spanning an external vendor (Podium), PSG Digital Marketing, and the Interface team. With Podium, I pushed for improvements to matching logic and contributed to discussions around AI-supported enhancements. With Digital Marketing, I focused on enablement—developing clear documentation, defining escalation paths, and building reporting that gave them direct visibility into key data, reducing dependency on the Interface team. Internally, I established new maintenance standards for Cloverleaf threads to prevent future data integrity issues. The result was a sustainable fix rather than another patch. Manual effort on the Interface team decreased by 3–5 hours per week, ticket volume.

Alongside project work, I stay intentional about building the frameworks that make technical leadership in healthcare more effective:

• HCA Lean Six Sigma Green Belt — accepted into the program and working toward certification, sharpening how I approach process analysis, variation, and measurable improvement. Current project is moving work intake and incident processes to Azure DevOps for tracking

• Belmont HIT — completed this 13-week program designed by TN HIMSS and Belmont University to prepare IT professionals for leadership roles in healthcare.

The through-line across all of this is a belief that great automation isn't just about saving time — it's about making systems more trustworthy, giving teams back their attention, and quietly removing the friction that gets in the way of good care. That's the kind of impact I care about, and it's what I'm always looking to build on.

Some of the most meaningful parts of my role show up in the spaces between projects — the steady, quiet work of supporting teammates, strengthening processes, and staying engaged with the broader mission of what we're building together.

Showing Up for the Work Behind the Work A lot of what I do happens through targeted cleanup and behind-the-scenes improvements that keep systems accurate and staff focused on what matters. Bulk updates across clinical and lab systems — report IDs, item configurations, compendium mappings — have freed up more than 20 hours of manual effort for clinical teams. A larger Reconciliation Queue cleanup used SQL-driven automation to address roughly 800,000 outdated records, reduce HIPAA exposure, and let staff work from data that's actually relevant. When trickier integrity issues come up — missing culture codes, provider defaults, unassigned orders — I work through them with vendors and internal teams to put lasting fixes in place rather than patches.

Partnering Across the Organization I partner across clinical integrations, IT operations, marketing, and physician services to design automation that improves both operations and patient-facing systems. Some of the most rewarding work I've done has come out of those partnerships — the kind of collaboration where the best solution only surfaces because the right people are in the room.

Engaging in the Community I serve on the Tech TALKS Committee, helping coordinate speakers, scheduling, and invitations for HCA's company-wide technical learning series. It's been a chance to step outside my usual technical lane, support colleagues across the organization, and contribute to the culture of shared learning that makes this kind of work sustainable.

Knowledge Sharing & Onboarding I author technical documentation, onboarding materials, and operational runbooks to accelerate new-hire ramp-up and keep institutional knowledge accessible. The goal is simple: whatever I learn should be easier for the next person to learn too.