A nurse executive shaped by frontline practice

My career began at the hospice bedside — and that origin still governs how I lead: with compassionate, patient-centered care as the non-negotiable starting point.

Since then, I held executive and operational leadership roles across business and healthcare, with the privilege of serving frontier, rural, tribal, and community populations. These settings taught me a consistent truth: most organizational breakdowns are not failures of intention, but of process and structure — schedules that don't match assessed need, documentation that cannot withstand review, training that exists on paper but not in practice.

As an administrator and director of nursing, I held responsibility for nursing operations, regulatory compliance, workforce development, and organizational quality. The work is unglamorous and consequential: leading with steadiness through succession, rebuilding compliance infrastructure, and building clinical capacity in-house rather than renting it.

What I bring to the executive table is a combination that remains uncommon: a clinician's understanding of what care actually requires, an MBA's discipline around cost and structure, and a genuine curiosity about the systems and technologies — including AI — shaping what comes next in healthcare.