Utica University

Responsible to teach a variety of courses in undergraduate/graduate Business and Healthcare programs.

Professor of Practice- Data Analytics 

Quantum Leadership

Senior Vice President

Mohawk Valley Health System

Implemented a strategic, system-wide quality improvement infrastructure providing methodology addressing clinical and operational opportunities.

Spearheaded patient safety efforts resulting in an Improved Safety Score from “C” to “B” according to LeapFrog.

Researched and delivered Physician Executive Leadership Academy courses (basic and advanced with CMEs); resulting in unanimous agreement for effectiveness, appropriateness, and usefulness.

AVP of Quality and Outcomes Management

Crouse Hospital

Facilitated economic turnaround through a cultural transformation of the organization during its Chapter 11 bankruptcy and reorganization, reversing the hospital’s $15 million loss in 2000 to a net income of $11 million in 2008.  

Served as interim CEO on several occasions during emergencies while the CEO was out; ensuring effective operations were maintained. Achieved or exceeded Operational Budget.

Partnered with the medical and nursing staff in addressing clinical practice patterns resulting in zero Medicare reimbursement dollars lost from the Center for Medicare and Medicaid Services’ Hospital-Acquired Infection (HAI) and Hospital-Acquired Conditions (HAC) Programs.

Supervised the development and adherence to quality standards and support services, established benchmark performance standards, and re-engineered care and services throughout the organization, resulting in over $1,000,000 savings annually. 

Spearheaded an organization-wide cultural transformation resulting in reduced absenteeism, turnover, time to fill, and rookie less than 12months rates (from 40% to 12% within four years); increased results of Management Practice from 3.77 to 4.18 out of a possible 5.0; improved employee satisfaction from below industry norms to 91.9% per Avatar Solutions (top 12%).

Designed and implemented an organizational performance improvement framework reducing hospital-acquired infections and conditions with sustained improvements ranging between 20% to 50% (2014-2015). 

Planned, organized, and implemented significant quality improvement interventions using a variety of social systems, change theories, and accountability models – saving the organization $16 million annualized and producing an $18 million turnaround without experiencing major staff layoffs and without a decrease in customer satisfaction.

Chief Quality (and Administrative Operations) Officer

Created a Knowledge Management Model to provide critical operational measures in a simplified, timely manner. Twenty of the thirty-one Critical Operation Indicators experienced positive sustained improvement at a 95% confidence level.

Designed, facilitated, and implemented an Emergency Services Department Operations process that improved customer satisfaction and operational work flow opportunities. Received VHA Leadership Award for Performance Improvement. (2001).

Director of Outcomes Management

St. Joseph Hospital, Houston, Texas

Implemented significant quality improvement interventions using a variety of social systems, change theories, and accountability models, producing an $18 million organizational turnaround without experiencing major staff layoffs.

Led customer-focused business strategies resulting in Increased customer satisfaction from 80% to 93% in two years.

Spearheaded a $13 million cost-saving initiative by redesigning work processes and 200 positions.

Reduced labor cost from 57.37% of Net Operating Revenue to 45.23% and reduced supply cost from 18.9% NOR to 14.83% over the same time.

Quality Advisor and Director of Quality Management

St. Paul Medical Center

Established an integrated Organization Development department to apply talent management, robust change management, and adult learning to support the strategic needs of the hospital, including nursing education from a systems perspective.

Designed the first patient satisfaction and research methodology process and tracking methodology

Director of Organization Development

The Methodist Hospital

Established a new successfully integrated Organization Development department to apply talent management, change management, and adult learning to support the strategic needs of the hospital, including nursing education from a systems perspective.

Designed the hospital’s first patient satisfaction and research methodology process and tracking methodology.

Manager of Training

Versatile and experienced transformational executive leader with broad and diverse experience in leading organizational change to achieve real extraordinary results through people, technology, and work re-engineering. Passionate about making tomorrow better than today.  

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Derrick Suehs, Ed.D.

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