Espinosa Resume


Strategic executive focused on assisting organizations improve ROI and quality. Successes achieved by using goals, project management and leveraging technology. Provide organizational leadership and performance improvement though use of teams, discovering client needs and delivering outcomes important to the business.

Key Competencies

• Strategic Planning
• Leadership Engagement
• Dispute Resolution
• Operations
• Program / Policy Development
• Training & OD
• Technology & Data
• Compliance
• Community Involvement

Professional Experience

Lovelace Health System 2011 – 2013
Regional health system; 3,400 employees. Annual revenues: $900M+; Albuquerque, NM.
Human resource executive for Lovelace Division, Lovelace Medical Center, Heart Hospital, Rehab Hospital, and Lovelace Retail Pharmacy. Report to facility CEOs; member of senior teams. HR strategy and operations and operational leadership for employee health, volunteer services, chaplain program and other areas, as needed, such as Dietary and Security. Partnered with other executives on daily operations.
• Acquisition of a regional Heart Hospital and integration of 300 new employees.
• Led a workforce utilization audit identifying over $11 million in opportunity cost savings.
• Updated recruiting program resulted in a 53% increase in hiring RNs over previous year, and an overall 34% increase in hiring for all disciplines. Overall $300K reduction in contract and agency spend each month.
• Co-lead for Studer implementation; in 2011 saw HCAHPS move from low teens to mid 60th percentile.
• Leadership for health system compensation program; restructured to drive accountability and consistency.
• Improved main HR office service levels, with “live first-contact” rate moving from less than 50% to over 90%.
• Implemented an employee relations / HR business partner model.
• Compliance readiness resulted in compliance rates moving from mid 50% to over 95% in four months; passed February 2012 Joint Commission survey at 100% for employee based standards.
• Participated with other leaders to implement a leadership development program for the system; first phase composed of Birkman, Fierce Conversations and Situational Leadership.
• Restructured occupational health program resulting in 24-hour follow up and 100% compliance.

Espinosa and Associates 2009 – 2011
Independent consulting practice. Boulder, CO. Authored a book: titled “Deliver Excellent Customer Experience With A SNAP” (available on Amazon). Collaborated with IDEA (Institute for Diversity and Equal Access) on a diversity based “access” program. Worked with America at Work on recruiting assignments (a PA based firm).

The Reading Hospital and Medical Center 2007 – 2009
A 793-bed hospital & health system; 20+ locations; 6,500 personnel. Annual revenues: $900M+; Reading, PA.
Lead human resources executive; member of senior team; strategic and operational planning; managed multi-million dollar budget; 10 direct reports; HR staff of 33 and 45 day care employees; spearheaded a five-year strategic plan and comprehensive program upgrades. Implemented a business partner model. Designed a position control and FTE management strategies. Delivered various training programs and initiated diversity programs.
• Improved service levels by 95% with an Employee Service Center resulting in 70% “first contact” resolutions.
• Implemented compensation ranges, market pricing, and alignment with performance management plans.
• Led a workforce utilization audit identifying over $20 million in opportunity cost savings.
• Project managed numerous HR IT initiatives: applicant tracking, payroll and time and attendance.
• Managed benefits, wellness and pension plans.
• Increased RN hiring by 17%; increased the RN/GN ratio from 15% to 55%.
• Cut vacancies in support areas from 33% to less than 5% in 4 months, part of a patient flow initiative.
• Increased physician hires; 61 compared to 20 in the prior period, with $500K+ savings in year one.
• Deployed web-based benefits enrollment and benefits management with $200K+ savings in year one.

McLaren Health Care Corporation 2002 – 2007
Health care system comprised of 10 companies; 12K personnel. Annual revenues: $1.2B; Flint, MI.
VP HR leadership for subsidiary group and all employee plans and programs; member of corporate HR strategy integration team. Budget responsibility; member of subsidiary senior team and operational leadership. Implemented a corporate-wide data strategy integrating 6 payroll systems supporting 10 companies. Supervised 12 direct reports and numerous project teams.
• Served as “first chair” labor lead during the negotiation of 5 collective bargaining agreements.
• Consolidated 3 separate payrolls. Implemented market pricing and benchmarking.
• Increased HR satisfaction scores; 60% to over 85% in 8 months; saved $100K+ through process re-engineering.
• Merged 3 employee groups from former employers and an M&A of a 4th group as part of market expansion.

Ascension Health (Saint Mary’s Hospital and Genesys Health System) 1989 – 2002
National healthcare system; Genesys, Grand Blanc, MI (1989 – 2000); Saint Mary’s, Saginaw, MI (2000 – 2002).
Leadership for people strategies and departmental operations. Transformed a clerical HR function to a business partner model directly engaged with leadership. Expanded benefit offerings while realizing an overall 15% cost reduction. Calculated workforce needs and assignments for a newly built hospital from the merger of four local hospitals. Resolved labor relations issues, grievances and supported contract negotiations. Implemented a compensation program resulting in a $1.2M internal equity adjustment and benchmarked salary ranges. Project managed numerous HR IT initiatives. Negotiated TPA and PBM relationships saving over 20% from the prior year. Improved benefit management, reducing costs by over $250K annually. (Progressed from Employment Supervisor to Employment Manager to Director, Human Resources.)

The Library of Congress, Washington, D.C. 1986 – 1989
The nation’s research library with a mission to serve Congress; 5,500 employees.
Business Partner and Recruiter: Congressional Research Service Division (1,000 employees). Managed 10 year data library; performed workload trend analysis and affirmative action / EEO analysis. Designed diversity and affirmative action programs with the Office of Affirmative Action.

Military Service
U. S. Army, Washington, D.C. 1983 – 1986
Special duty assignments with the Pentagon and White House; top-secret clearance.

PERSONNEL ADMINISTRATOR (U.S. Army), (1984 – 1986)
The White House Communications Agency
Recruitment and strategic work force planning.

SUPERVISOR, NCOIC (U.S. Army), (1983 – 1984)
The Pentagon, U.S. Army Chief of Staff
Supervised a 20 person clerical pool.

Master of Science in Administration, Central Michigan University, Mt. Pleasant, MI.
Bachelor of Science in Journalism, University of Colorado, Boulder, CO.
FEMA Incident Management CEUs.

Society for Human Resource Management (SHRM).

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