Operations Leader
Hi, I'm Julie's Proxy. Ask me anything about her experience in operations leadership, healthcare administration, team management, and process improvement.
Cross-functional operations leader with 15+ years in healthcare administration. Known for creating structure during times of change, developing training programs that elevate team performance, and fostering trusted relationships with internal teams and external clients. The person who makes clinicians' jobs easier so they can focus on patients.
Managed a remote workforce of 55 employees as Team Lead, with scheduling responsibility for 100-150 staff. Fostered engagement and high retention through organizational change. Led daily operations to meet project deadlines and maintained accuracy above 96%. Full performance management cycle including coaching for improvement or promotion. Developed Excel-based tools for scheduling, project timelines, and staffing predictions.
Grew with the company from a small startup to a rapidly expanding organization. Progressed from PRN coder to full-time, then Quality Team Lead, then became the first Assistant Director of Quality. Primary liaison between clients and internal operations—presenting results, showing value, and ensuring client needs were met. Achieved 100% client retention through the McBee acquisition.
Started as a medical file clerk while in college, trained on-the-job as a medical coder (ICD-9 and ICD-10). Passed the OASIS certification exam as a non-clinician—a rare achievement her manager said had never been done before. Cross-trained in QA, scheduling, and orders processing. Core member of the Allscripts EMR implementation team: software build, workflow design, staff training, and 24/7 go-live support.
She's very much a people-first leader—she builds real relationships with her team rather than just managing from a distance. At the same time, she holds high standards, like keeping accuracy above 96% with her team of 55, so it's that balance of genuinely caring about people while still expecting strong performance.
Julie really shines in operations and team leadership roles—think Operations Manager, Client Success Manager, or anything involving process improvement. She's at her best when there's structure to build, teams to develop, or change to navigate.
Honestly, it's kind of her superpower. Julie gravitates toward chaotic, high-change environments and tends to be the person creating order when things feel uncertain. You can see that thread running through her whole career—she was the one building SOPs and documentation standards at Quality in Real Time, then stepped into a team lead role at McBee right through a major organizational transition and kept retention high. She doesn't just survive change, she builds the scaffolding so everyone around her can too.
Julie has this natural ability to build real relationships even across distance—people feel seen and supported, which is a big reason she maintained high retention through some pretty significant organizational changes. She also creates the kind of structure and clarity that remote teams need to stay aligned, so nobody's left guessing about expectations.
She was really intentional about it, especially through a period of major organizational change. Julie focused on consistent communication and genuine investment in her team's growth—whether that meant coaching someone through a performance issue or helping them level up for a promotion. When people feel like their manager actually sees them, retention tends to follow, and that's exactly what happened on her team.
Scheduling specifically isn't something Julie focused on in a tools-development capacity—that was more of a cross-trained function she picked up at St. Joseph Home Health. The tools and documentation work she's known for are more on the QA and process improvement side, like the checklists and SOPs she built at Quality in Real Time. You'd have to ask her directly about any scheduling-specific tools.
Julie handled the full cycle — coaching people toward improvement when they were struggling, and advocating for promotion when they were ready to level up. With 55 remote employees, she stayed close enough to each person's performance to make those calls meaningfully, not just by the numbers.
At McBee/Netsmart, Julie worked closely with the QA team to revise and standardize processes that kept accuracy above 96% across her team of 55 remote employees. Before that, at Quality in Real Time, she was literally building QA infrastructure from the ground up—developing checklists, SOPs, and documentation standards that helped the company scale. QA has really been a thread throughout her career.