Jason C.

• Key Achievements
• Directed enterprise-wide operations for a $50M+ healthcare organization generating $8M+ EBITDA
• Delivered $3.7M in cost savings through operational restructuring, consolidation, and performance optimization
• Increased annual revenue capture by $595K+ through revenue cycle and reimbursement improvements
• Improved billing and collections performance by 1.5% through process redesign and accountability systems
• Reduced authorization denials by 98%, significantly improving access, throughput, and payer performance
• Launched South Carolina’s first autism-certified Psychiatric Residential Treatment Facility (PRTF)
• Established the state’s first Crisis Stabilization Unit in partnership with state agency stakeholders
• Led enterprise workforce strategy for 300+ clinicians and leaders across 30 sites in 3 states
• Built centralized operational infrastructure and standardized care models to improve consistency and scalability
• Strengthened organizational alignment and stability during a major period of enterprise transformation

UNC Health is a statewide academic health system focused on patient care, education, and research. With tens of thousands of teammates and multiple hospitals and specialty programs, UNC Health translates UNC School of Medicine research into clinical innovation while serving patients across North Carolina.

• Interim leader for a Level I trauma Emergency Department — maintained clinical stability and continuity during leadership transition.
• Oversaw day-to-day ED operations including staffing, resource allocation, and budget stewardship to preserve access and safety.
• Developed and began implementing short‑ and mid‑term strategic plans to improve throughput, reduce variation, and strengthen clinical workflows.
• Led performance improvement initiatives focused on patient flow, regulatory compliance, and quality metrics.
• Provided frontline leadership, coaching and operational guidance to multidisciplinary teams to sustain morale and optimize care delivery.
• Engaged internal and external stakeholders (physician leaders, system operations, and hospital administration) to align priorities and facilitate a smooth transition to permanent leadership.

• Key Achievements
• Reduced operating expenses by $400K in the first year through performance management and operational accountability systems
• Decreased hospital-acquired infection rates by 57% within 12 months through clinical redesign and interdisciplinary collaboration
• Increased direct admissions by 50%, improving capacity utilization and reducing avoidable emergency department congestion
• Led COVID-19 operational response, including ICU expansion, surge planning, and emergency intake restructuring
• Strengthened hospital-wide throughput, care coordination, and workforce alignment across multiple service lines

• Here, I led nursing and operational leadership for a high-volume Emergency Department, responsible for patient flow, staffing, clinical quality, workforce engagement, and emergency care delivery. I focused on building a high-reliability environment through structured leadership development, process redesign, and evidence-based clinical practice, while improving both patient experience and staff retention in a fast-paced acute care setting.
• Key Achievements
• Reduced left-without-being-seen (LWBS) rates by 30% through front-end workflow redesign and throughput optimization
• Improved door-to-triage times to under 10 minutes through staffing model and intake process improvements
• Increased patient satisfaction to the 84th percentile through service recovery and communication enhancements
• Reduced nursing turnover from 25% to below 15% through leadership development and culture transformation initiatives
• Received the Emergency Nurses Association (ENA) Lantern Award for excellence in emergency nursing and clinical innovation

• I reinvigorated shared governance, staff meetings, and department huddles to engage staff and was selected to lead the Employee Engagement Committee and Patient Satisfaction Team. As the department head, I oversaw a 32-bed inpatient neuroscience medical-surgical department, 8-bed outpatient neurosurgical department, an operating expense budget of over $5M, 80 employees and 54 FTEs, and an average daily census of 28.
• Spearheaded implementation of ED efficiency processes and collaboration with inpatient leaders, resulting in 170% increase in admissions of highest-risk stroke patients (TPA) from ED to inpatient monitoring and stabilization.
• Instituted standard work for admitting and discharging patients to optimize departmental processes and open beds, boosting productivity across the three busiest units by 109%.

• I provided clinical and operational leadership for inpatient and outpatient neuroscience services, overseeing performance across a $5M+ service line. I partnered with emergency medicine, neurology, and interdisciplinary teams to improve care coordination, expand access for high-acuity neurological patients, and strengthen clinical outcomes across acute and ambulatory settings.
• Key Achievements
• Managed a $5M+ operating budget across neuroscience inpatient and outpatient services
• Increased high-acuity stroke admissions by 170% through improved emergency department collaboration and care pathway redesign
• Improved productivity by 109% across three neuroscience units through workflow standardization and operational optimization
• Enhanced clinical quality, patient satisfaction, and operational performance through interdisciplinary service line integration

• Led a 35‑bed, full‑service Emergency Department with ~58,000 annual visits, accountable for clinical operations, quality, and patient experience.
• Drove employee engagement to Tier 1 for two consecutive years through targeted leadership development and frontline engagement strategies.
• Spearheaded initiatives that improved patient satisfaction from the 15th to the 75th percentile within two years.
• Reduced staff turnover at Wesley Long campus from 19.7% to 4.8% by redesigning retention, staffing and onboarding practices.
• Optimized departmental productivity to consistently exceed 100% for three years by redesigning the staffing matrix and aligning labor to demand.
• Implemented cost‑and‑quality improvements while maintaining service levels and regulatory compliance.

Onslow Memorial Hospital is a 162‑bed, Joint Commission‑accredited community hospital in coastal North Carolina offering a broad range of inpatient and outpatient services and a high‑volume Emergency Department.

• Co‑chaired the hospital Trauma Committee for a Level III trauma facility, supporting system trauma governance and practice improvement.
• Provided clinical leadership and direct nursing care in a 20‑bed Emergency Department and coordinated care across a 162‑bed inpatient campus.
• Designed and implemented a staff education program to standardize emergency care practices and improve clinical competency.
• Collaborated with multidisciplinary teams to refine protocols, improve handoffs, and enhance patient safety in emergency and inpatient settings.
• Contributed to quality initiatives and compliance activities to ensure readiness for accreditation and regulatory review.

• Provided direct emergency nursing care including triage, assessment, stabilization, and treatment for a broad range of acute presentations.
• Delivered rapid, evidence‑based interventions in high‑acuity situations while coordinating care with physicians, advanced practice providers, and ancillary teams.
• Performed accurate documentation, medication administration, and patient education to support safe transitions and continuity of care.
• Participated in unit‑level quality and safety activities to improve throughput, reduce risks, and enhance patient experience.
• Collaborated with peers and leadership to support staffing flexibility and maintain a high standard of emergency care.

The United States Marine Corps (USMC) is a branch of the U.S. Armed Forces responsible for expeditionary, combined‑arms operations and rapid power projection by land, sea, and air. The USMC emphasizes readiness, leadership development, and mission execution across global deployments.

• Led and supervised small teams in austere and dynamic environments, enforcing standards of discipline, safety, and mission accountability.
• Planned and executed unit training, ensuring personnel readiness and proficiency in tactical and technical tasks.
• Managed logistics and communications for assigned missions, maintaining operational continuity under pressure.
• Delivered instruction and mentorship to junior Marines to develop leadership, teamwork, and technical skills.
• Executed responsibilities in accordance with military regulations, safety protocols, and chain‑of‑command requirements.