Who this is for

You have great clinical leaders. They were the best on their units, which is why you promoted them.

Nobody taught them how a hospital runs. Budgets do not improve. Efficiency stays where it was. Every change gets weighed against how the staff will feel, and your leaders end up carrying those feelings instead of leading through them.

That is a gap our industry built. It is also the most fixable thing in your building.

Executive Operations Advisory

From understanding to action, one unit at a time

Your nurses and nursing leaders often understand why a change matters. The harder step comes next: seeing what it means for the unit they work on, and how they would do it. Executive Operations Advisory puts a nurse who has run hospital operations alongside your leadership team through the year, to find the opportunities and to help your teams turn them into daily work.

Short bursts, all year

Most consulting arrives all at once. A team takes over your staff's time for a week, and a report follows. This works the other way: a few days at a time, spread through the year, with the leaders you choose. Action without the disruption. Your people see me often enough to know me, and I see your hospital often enough to be sure I have it right.

What you get

• A kickoff. Two visits on site, Tuesday through Thursday, to learn your operations and start your plan. You get a high-level look at what I find, and the plan keeps developing through the year as we uncover more.
• A monthly call. One hour with whoever you choose: your executive team, your nursing leaders, your ancillary leaders. You decide, and you can change it.
• Three days on site each quarter. I walk the units on more than one shift, sit with your leaders, and talk with the people who do the work.
• Conversations with your leaders and staff. I talk with people one-on-one throughout the year. Those conversations keep shaping the plan as we learn more.

How the work gets done

I advise your teams, and your leaders decide and deliver.

• The plan. We build it with your leaders, from what I see on the units and hear in the interviews.
• The conversations. I help your leaders prepare the conversations that bring their teams along, and I join them when it helps.
• The order. We decide what goes first, what waits, and who owns each piece.
• The results. We agree on what to measure, and we check it together as the work goes on.

What is different

Executive Operations Advisory is for the hospital that wants something different, and wants changes that take hold and last. I come back often enough to see what is happening on your units, and to be known by the people who work on them. I help your nurses and nursing leaders see what each change means for their unit, and how to do it. And you commit one quarter at a time, so the only reason I stay is that the work is helping.

Who this is built for

Critical access and small rural community hospitals, and regional hospitals.

The visits fit the size of the operation. A robust outpatient department is more to walk than a bed count suggests, and so are clinics in other towns. Two hospitals with the same license can be very different visits, so we talk it through on the first call, before either of us is committed.

Coaching

Coaching for the leaders you are counting on

One sixty-minute session a month, virtual, with a text line between sessions. $1,000 a month, six months to start, then month to month on thirty days' notice.