Jerrod Davis

Five plus years experience in senior management as Chief Operating Officer. Experienced in process improvement and operational improvement across all areas supervised including: Radiology, Respiratory, Physical Therapy, Pharmacy Occupational Therapy, Speech Therapy, Health Information Management, Quality Improvement, and Dietary. Fifteen years experience as Radiology Director, which saw the implementation of PACS, construction, capital equipment and various other improvements resulting in an increase in patient volume, and patient and provider satisfaction. Three years into current position as Director of Ancillary services, which has resulted in new CT, MR, ultrasound, radiographic equipment in Radiology. New analyzers for lab. New PFT, EKG equipment for Respiratory. With increased patient satisfaction we are quickly becoming the provider of choice in our service area.

Results-driven leader with strong background in strategic management and organizational growth. Skilled in developing and implementing effective business strategies, optimizing processes, and driving team performance. Known for adaptability, effective collaboration, and delivering measurable outcomes in dynamic environments. Strong communication and problem-solving abilities, coupled with focus on fostering productive and positive team culture.

Knowledgeable leader with proven history of leading high-performing teams and executing strategic initiatives that drive organizational growth. Successfully directed cross-functional projects that resulted in significant process improvements and operational efficiencies. Demonstrated leadership and communication skills in fostering collaborative environments and delivering impactful results.

• A proven leader that believes servant leadership is best suited for the healthcare environment. With over 25 years in rural healthcare leadership. Fifteen as Director of Radiology in a 75-bed acute care hospital, six as Chief Operating Officer at a 68-bed acute care hospital and most recently as Director of Ancillary Services in a 25-bed critical access hospital. I have an understanding of the unique challenges hospitals face, such as declining reimbursements related to a high Medicare/Medicaid population and limited resources.
• Process/Performance Improvement in healthcare is not only a regulatory requirement but a necessity in the rapidly changing environment. I am very process oriented with extensive experience in not only process improvement including lean management but maintaining the improvements. One example: There were four imaging/ekg management software platforms including a 3rd party dictation system. All of these were multiple versions behind and the cost to maintain exceeded total replacement. The facility now has one platform that includes integrated dictation, resulting in significant annual savings and reduced service contracts. This attention to process improvement enhances goal setting and improves employee accountability.
• Customer service is critically important as people have choices. Exceptional customer service oriented processes that help make the healthcare experience better for patients, providers and employees is paramount. Some examples include: reduced wait times for routine radiology procedures, improving cafeteria flow, making changes to Quality Council meetings so that department managers are more involved thus making it more meaningful.