Bruce Allison
Administrator Director of Operations Owner @Visiting Angels Salt Lake City & South Valley, Ut
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WORK HISTORY
Administrator Director of Operations Owner @Visiting Angels Salt Lake City & South Valley, Ut
Salt Lake City, UT, US
Visiting Angels is the region\'s premier source for providing non-medical in-home senior care in Salt Lake County. The mission is simple. Provide seniors and disabled adults with the opportunity to live independently in their own homes. No matter where that home may be.
SKILLS
ABOUT BRUCE ALLISON
A experienced business leader in operational management and employee development. Managed large customer service organizations in the highly regulated medical device industry. Created strategic business initiatives that drove results and reduced costs. Built and leveraged internal relationships. Improved the customer’s experience. Skilled in Six Sigma methodology for quality and process improvement. Excelled in staff development and improved service delivery while maximizing productivity. Cultivated a culture of company values and integrity. Skills and Abilities:Leadership / Operational Management / P&L Responsibilities / Customer Management / Cross-Organization Relationships / Lean Six Sigma Green Belt Trained / Payroll / Strategic Planning / Team Building / Accounts Receivable / Gap Analysis / Coaching / Mentoring / Customer Management / Performance Analysis / Communication Accomplishments:Visiting Angels• Personal Care \"Administrator of the Year - 2022\" by Homecare and Hospice Association of Utah.• Lead strategic acquisition of a second Visiting Angels franchise• Recognized by independent survey company; Home Care Pulse for their highest award,\"Leadership in Excellence\" for 2019, 2020, 2021, and 2022• Improved and sustained Customer Satisfaction survey scores resulting in Caring.com\'s \"Caring Stars Award\" for 2020, 2021 and 2022• Winner of Visiting Angels\'\"Best Practice 2020\" award for development of an employee performance review and merit increase practiceCareFusion/Cardinal Health• Increased organization’s customer satisfaction scores from 8.0 to 9.3/10; receiving both KLAS and MD Buy Line recognition as an industry leader• Created a $500k savings through resource planning and gap analysis • Effectively reduced overtime from 33% to 17% through a multi-step Lean approach to gain efficiencies• Directed improvement in service performance for Kindred Healthcare resulting in $650k in additional revenue • Created an $8M increase in working capital through implementation of inventory parts controls• Effectively integrated a newly acquired business unit into the organization increasing revenue by $3.5M • Increased contractual on-site response time from 87% to 99% through performance management• Reduced talk time by 15% through the integration of caller recognition into the CRM software• Decreased peak hold times by 30% through the introduction of call volume lights, banners and video boards • Increased First Call Resolution Rate from 65% to 75% through creation of a team mentoring process
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