registered nurse

patient care technician

surgical technologist

nurse extern

respiratory therapist

Menorah Medical Center

Below are just few examples of situations and initiatives within this position.  This next paragraph will outline my job requirements, skill sets and abilities associated with this dynamic position.

Responsibilities:  REVENUE & ISSUE RESOLUTION
Established tremendous trust and relationships with Every Business Unit Director.  The Directors were my immediate resources for Resolving Issues.  Some Issues required discussions with the CEO, COO, DON and/or the CFO.  I analyzed markets, competitors, Insurance Carriers, trends and technology in order to identify key growth opportunities.  From there, I developed business development plans and key initiatives, most of which required discussions with C-Suite Executives.  I increased patient referrals by calling on physicians, schedulers, nurses and practice managers.  I called on Corporations for several initiatives and spent extensive time with my physicians, surgeons, schedulers, nurses and practice managers.  Amazing to learn the volume of patient referrals to competitors because someone in the office had an issue with someone in Radiology or amazingly, when I began, I was shocked at the number of physicians, nurses and schedulers who were unaware of the technology in our hospitals which is why they were referring patients outside our medical centers.

I called on employed physicians, independent and competitors to increase awareness and referrals for technology, treatments, procedures and specialists that was not available in the competitors hospital system.  Market Intelligence was extremely important, frankly an imperative from the CEO's.

To be the Best in growing Hospital revenue and share you have to thoroughly understand every business units capabilities, technology and physician expertise.  Need to know the same thing about your competitors.  Completely understand Insurance coverage within your market, develop business unit directors in to a cohesive team as well as dynamic relationships.  The importance of Issue Resolution can literally make or break your ability to meet and exceed your revenue goals.  Understanding what every Business Unit is capable of specific to procedures, equipment, staffing, physician expertise, nursing and the patient experience is paramount to success.

I worked with Primary Care Practices literally every day.  They were my primary referral source.  Understanding the difference between every radiation oncology system as well as understanding the difference between photon and proton radiation could mean the difference between receiving a referral that day or having to go back to start.

This was the most incredible position because I not only had the opportunity to use my business development and sales expertise, I had to become a medical expert from Emergency Department accreditations & certifications to oncology, sarcomas, work with every surgical expertise and become a medical expert. Then you build your team of Directors, work with C-Suite Executives and go get referrals from Geriatrics to Sarcomas.  Never, not once did I have a dull moment!  

I was responsible for increasing revenue and share for every Business Unit (examples - Emergency Dept., Sarcoma Institute, Surgery / OR, Radiology, Breast Center, Pain Management, Medical and Radiation Oncology (included CyberKnife), Adult & Pediatric Epilepsy Center, Cardiology, Interventional Radiation, Interventional Gastroenterology, GI Lab, Womens Healthcare / Ob/Gyn, Physical Therapy, Billing.

My daily routine consisted of coordinating Divisions Program Business Unit launches to include the Medical & Radiation Oncology Program and the Adult and Pediatric Epilepsy Institutes launch strategic initiatives with 7 area HCA Business Development Directors.  

Continuous market analysis, growth opportunity identification, market intelligence, physician recruitment, on-boarding and Issue Resolution defined as key areas of focus.

NEW TECHNOLOGY GROWTH OPPORTUNITY
Discussions could include our E.D., Trellis, a new procedure for clot removal (DVT), to SpyGlass, new Interventional GI procedure that can actually look in to the Gall Bladder to determine if the blockage is due to a large stone or two or tissue hyperplasia which is approximately 80% malignant.  

My protocol with new procedures was to call the Med. Rep. to meet with them, observe the procedure in the OR and strategically target call on key physicians, discuss patient and family benefits and secure patient referrals.

INTERNAL GROWTH OPPORTUNITIES
++Countless referrals had been and were continuing to be referred to our competitors.  Required a full scale educational and informational program developed for physicians, mid-levels, nurses and coordinated through the practice administrators followed up during my sales calls with my physicians, schedulers, and nurses.                             

+++KEY LEARNING:  Enormous referral volume opportunities within our own building with our employed physicians, mid-levels, nurses and schedulers not to mention the potential referral volume from the Independent and Competitor Practice Providers.

I spoke to physicians, schedulers and nurses to better understand the "why" behind their referral patterns.  Utilized Consultative Selling to engage my clients and own the decision to change their referral patterns to our Medical Centers.

++After my 6th month I began receiving calls from Specialists and Subspecialists asking me if I could help them grow their practice which would translate in to increases in surgical case volume.  I usually began after their last surgery case.  I took them from one Primary Care Practice to the next, introducing them which provided the opportunity to discuss their specialty, specialty procedures along with any new, patient specific procedures, i.e., hip arthroscopies.  
++Initiated strategic alliance initiatives, one which helped a large Primary Care Practice fill empty rooms by leasing the space to a large Ob/Gyn Practice which significantly increased their market share for Primary Care but also increased Ob patients and Gynecologic surgery cases.

+++++My greatest opportunity and most enjoyable part of the job was the range of discussions I had available. I became technically proficient discussing everything from E.D. Accreditations & Certifications, Medical Oncology, Radiation Oncology systems from CyberKnife to Proton Radiation, Interventional Radiation procedures, OR capabilities, Deep Brain Stimulation, Vagus nerve stimulators, Pain Management procedures, Interventional GI procedures, advances in Colorectal tumor removal with a new Rectal Endoscopic procedure saving patients from deeply invasive colon removal surgery and avoiding colostomies, Sarcoma cases inserting limb growing systems for pediatric osteosarcomas, elbow inserts eliminating amputations, balloon sinuplasty, to DVT removal systems (Trellis) literally evacuating the clot. Radiology systems and capabilities, mammosite radiation oncology requiring 5 days of treatment vs. weeks of radiation resulting in healthy cell damage and skill burns. 

++ This incredible technology required in depth pre-call preparation, effectively creating call schedules based upon growth opportunities, business unit launches and new as well as established expertise and technology.  On many occasions the specialist joined me and participated during every sales call.  On other occasions a Business Unit Director or Department Chair would join me during sales calls or lunch and learn programs.

+++++ISSUE RESOLUTION:  Key skill set when you're working to resolve issues that include physicians their practice manager, our business unit directors, finance / billing department, and on many occasions the DON as well as the CEO.

I'd receive calls on weekends because of pain consults, sick patients who couldn't be scheduled for an ultrasound guided biopsy for 19 days.  Effectively working with the Business Unit Directors was key to creating Loyalty. Excellent Teamwork with the Business Unit Directors facilitated not just the resolution of the issue but significantly impacted the response time.  Most issues were resolved within an hour.  

One minute the top Breast Surgeon in the region is extremely upset.  10 minutes later, her patient is scheduled for the ultrasound guided biopsy the next morning at 7am.  Typical Issues included OR scheduling, clashes with physicians performing approved procedures out of their specialty and the implementation of EMR.  

Spending the time in the OR in order to understand the limb growing systems, the first artificial elbow by our Orthopedic Oncologist significantly contributed to my ability to discuss and describe the procedure.  I targeted Children's Mercy Hospital & the University of Missouri at Kansas City then began targeting Healthcare Providers regionally, from Primary Care to General, Fellowship trained and Pediatric Orthopedists as well as Medical Oncologists to refer and trust their patients to The Sarcoma Institute at Menorah Medical Center instead of MD Anderson, the Mayo Clinic or Sloan-Kettering.                                                                                                                              

RESULTS:  The Sarcoma Institute became the highest volume Sarcoma treatment center in the nation with 508 Surgical Sarcoma patient a year.

Truly an incredible position because of the diversity, technical knowledge, i.e., differences between proton and photon radiation oncology, recruiting and onboarding physicians, resolving issues and launching Important programs along with creating a dynamic team with the Business Unit Directors. Fast paced.

I have a morning huddle with the hourly staff, to get them ready for the day, to let them know about things that may be going on for the day, talk about the hospital census; attend the daily huddle with all of the hospital Leadership, to cover the plan for the day. I attend all meetings, meet with the mangers on my team to cover the plan for the day, to see what projects they are working on and to give them projects that I need for them to get done as well. I try to meet with as many of the staff in their work area as I can in a day to have meaningful conversations with them. I look over the schedules to ensure that we are not using unneeded overtime, I check the supplies to see where we can save on ordering.

Management and leadership skills was poor. No sound policy and procedure in place rules change constantly. Some coworkers was overly aggressive to peers. Management allowed this behavior which produce unfriendly work environment. You will have to use your paid time off to ensure you get your full 80 hours. This happens when you not schedule enough days within a pay period. Even though you was hired on as full time.
Paid time off should be for vacation not to make up time do to scheduling issued.             
Patients and nursing staff was wonderful. Dietary department needs improvement.

Lab director was an amazing person. However the priorities of HCA Healthcare -- the corporation/board-- made completing job requirements difficult. For example, ever-changing phlebotomy medical devices. At one point the phlebotomy needles were cheap and difficult to use, which took months of complaining to get the hospital to change manufacturers. Wish there was more emphasis on updating slow and frustrating computers/software systems. The people in the lab were cool, some eccentric characters but overall good people. Great supervisor and good work environment.

Antiquated systems and pay. They spend more time and money on other things than patient care and the employees. They can't even fix the escalator. It's been broken for over a month. They don't upgrade to EMR and use a DOS system due to cost. They overwork the employees and then send them home early when they don't need them. Paychecks are never the same each time. If you want to use your PTO you have to fight for it. 

The CEO spent tens of thousands changing the signs to a new name on the outpatient clinics instead of upgrading the systems. How sad is that.

During my time there, I only worked PRN but struggled with a lack of support and teamwork. I was often the only extern assigned to the unit, which felt overwhelming and isolating, especially as someone still learning. The nurses on the unit rarely offered help or guidance, and I often felt like I was on my own. 

While I appreciated the opportunity to gain hands-on experience, and it gave me more confidence in some skills I was learning, the overall environment did not feel welcoming or conducive to growth. 

What is the best part of working at the company?
Learning Different work positions.

What is the most stressful part about working at the company?
Some of the employees who would worried about your job instead of their job.

What is the work environment and culture like at the company?
It was toxic and not so friendly.

What is a typical day like for you at the company?
First thing in the morning it will start off good but by the afternoon it got stressful because of employees worried about the wrong thing instead of doing their job.

What is the best part of working at the company?
Meeting new people and how the hospital setting  is ran

What is the most stressful part about working at the company?
Working with unprofessional staff such as managers that don't get along with their coworkers

What is the work environment and culture like at the company?
The work environment is fine..very pleasant staff in alot of different departments 

What is a typical day like for you at the company?
Starts off a little stressfull..but ends up ok

Overall I did not like my experience being an employee working for HCA, however I will say if your looking to get your foot in the door to the medical field this is the best place in our area to start due to the high turn over rate and then leave once accomplished desired experience level.  The hardest part of the job for me was the overall culture of the hospital no one smiles much or is helpful, the patients always complained of how long the call light is on and its under staffed.

Hopefully positive changes are on the horizon.  Executive leadership does not seem to be interested in clinical staff or patient care issues that directly relate to patient care.  The documentation system is both sub-standard and outdated.  Managers are questionable, both the person chosen for the role and their ability to actually fulfill it.

Top Job Titles	Average Salary
Registered nurse 5 salaries reported	$37.47 per hour
Patient care technician 5 salaries reported	$16.81 per hour
Surgical technologist 2 salaries reported	$23.93 per hour
Nurse extern 3 salaries reported	$15.84 per hour
Respiratory therapist 1 salary reported	$27.49 per hour

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