Role: Clinical Operations Lead - Mount Sinai Health System (REACH Program)

Designing a scalable daily operating model for multidisciplinary addiction medicine care.

The Situation

Rapid program growth exposed inefficiencies across provider scheduling, patient flow, room utilization, same-day access, multidisciplinary communication, and behavioral-health escalation. Supporting approximately 150–160 active patients, 12 providers, four weekly clinic sessions, and 19 multidisciplinary stakeholders, REACH lacked a standardized daily operating model for aligning clinic readiness, managing capacity, coordinating patient needs, and escalating operational risks.

As a result, providers, nursing, behavioral health, medication access, pharmacy, patient navigation, front desk operations, Internal Medicine, and clinical leadership often worked with limited shared visibility into daily priorities, provider capacity, patient readiness, and emerging issues. This created inconsistent workflows, avoidable coordination burden, and constraints on efficient patient access.

The Approach

I led the redesign and continuous optimization of REACH’s daily clinic operating model.

I assessed provider utilization, staffing patterns, patient flow, room capacity, communication practices, and operational bottlenecks affecting clinic performance. Based on the findings, I redesigned workflows for provider scheduling, room assignments, patient movement, same-day capacity, behavioral-health escalation, and multidisciplinary coordination.

I embedded the future-state model into daily operations through standardized pre-clinic huddles, structured capacity planning, scheduling optimization, and defined cross-department escalation procedures. Following implementation, I monitored clinic performance, incorporated frontline feedback, and continuously refined workflows to improve efficiency, patient access, safety, and long-term scalability.

The Impact

• Contributed to an estimated 20% improvement in clinic show rates through scheduling optimization and workflow redesign
• Standardized daily operations and communication across approximately 19 clinical and operational stakeholders
• Improved provider utilization by aligning schedules and clinic capacity with patient demand
• Streamlined patient flow through coordinated room assignments and provider availability
• Established formal behavioral health escalation workflows supporting clinic safety and response coordination
• Preserved same-day appointment capacity while maintaining efficient scheduled clinic operations
• Strengthened coordination between the REACH Program and Internal Medicine through proactive operational planning