MICHEL
GARCIA-
MIRANDA
Healthcare Operations Leader
Open to New Roles
Healthcare Operations Leader
I don't just run departments.
I Transform them.
I build the operational infrastructure healthcare systems run on — staffing models, data frameworks, and process systems that turn disorder into measurable performance.
0+
Patient Encounters/Mo
0%
Waste Reduced
0x
Reporting Frequency
0
Years Leadership
$0M
Budget Managed
About Me
Experience At
Michel Garcia-Miranda
Building the systems healthcare runs on
Strategic healthcare operations leader with 8 years driving enterprise-level transformation at Stanford Medicine, Tampa General Hospital, and AdventHealth.
Specialized in architecting data-informed operational systems that reduce waste, optimize budgets, and build high-performing teams that sustain results. Managed a $2M operational budget with documented 15% waste reduction through SOP redesign, deployed Power BI infrastructure that shifted leadership decision-making from monthly to weekly, and directed a 32-person team processing 825+ patient encounters per month.
I don't just improve operations — I build the frameworks other leaders inherit. Bilingual: English & Spanish.
Professional Experience
Jul 2024 – Present
Stanford Medicine · Palo Alto, CA
Manager and Business Analyst
- Orchestrated daily operations of a high-volume service department supporting 825+ patient encounters per month across a 32-person team, sustaining throughput benchmarks and quality standards aligned with enterprise KPIs.
- Pioneered a Power BI performance dashboard from scratch that shifted leadership reporting cadence from monthly to weekly, enabling real-time operational decisions and eliminating a 3-week lag in performance visibility.
- Architected a formal KPI framework with structured weekly scorecards, moving the division from ad hoc reporting to data-informed decision-making.
- Spearheaded SOP standardization across the team, reducing process inconsistencies and creating a replicable operational playbook that improved cross-shift continuity.
- Lead cross-functional analytics projects spanning clinical and administrative divisions, translating complex datasets into executive-ready recommendations that drive compliance and operational improvement.
- Galvanized a high-retention team culture through structured coaching plans and individualized development tracks.
Aug 2022 – Jan 2024
Tampa General Hospital · Tampa, FL
Manager, Patient Experience Division
- Promoted from Clinical Supervisor within one year based on operational results and demonstrated leadership impact.
- Orchestrated daily operations of a 27-person team managing approximately 700 patient encounters per month, consistently meeting service-level targets.
- Managed a $2M operational budget with full accountability for capital allocation, variance analysis, and cost control — identified 15% waste reduction through SOP redesign.
- Spearheaded a comprehensive departmental needs assessment resulting in a 20% increase in labor allocation and measurable improvement in service coverage.
- Architected SOPs with version control adopted as the department standard, eliminating process variability.
- Redesigned patient intake workflows end-to-end, producing measurable reductions in wait times and satisfaction score improvements.
Jul 2021 – Aug 2022
Tampa General Hospital · Tampa, FL
Clinical Supervisor
- Supervised daily clinical operations and frontline staff, establishing the performance baseline and accountability culture that led to promotion to Department Manager within one year.
- Managed patient encounter workflows and service coverage across a high-volume care environment, maintaining quality and throughput standards.
Aug 2018 – Apr 2021
AdventHealth · Tampa, FL
Manager, Operations Division
- Built and led a 12-person operational team from the ground up, establishing the performance framework, staffing model, and accountability culture that became the department standard.
- Managed daily operations supporting approximately 310 patient encounters per month, designing scheduling and coverage models that eliminated chronic staffing gaps.
- Developed and executed individualized coaching plans for staff at all levels, driving sustained performance score improvements.
- Engineered cross-departmental coordination workflows that dismantled longstanding operational silos, directly improving treatment efficiency and patient outcomes.
Education
Master of Business Administration (MBA)
Western Governors University
Healthcare Administration
Master's Degree
Andrews University
Bachelor's Degree
Oakwood University
Certifications & Professional Development
CAPM Certification — In Progress
PMI Member
Foundations of Project Management
Google
Lean Sigma Yellow Belt
AdventHealth
High Reliability Management System
SG Collaborative Solutions
Modern Advances in Leadership
University of Tampa
Generative AI Fundamentals
Databricks
AI Agent Fundamentals
Databricks
Databricks Fundamentals
Databricks
Core Competencies
Enterprise Operations
Finance & Budget
Data & AI-Informed Performance
Team Leadership
Compliance & Quality
Languages
My Work
80%
Time Saved
Process Automation
Tampa General Hospital
Automating Trauma Patient ID & Next-of-Kin Localization
The Problem
Staff spent 2.5 FTE hours per case manually identifying unidentified trauma patients and locating next of kin — blocking clinical teams from critical care decisions at exactly the wrong moment.
↓ 80% reduction in administrative time per case
80%
Time Reduced
2.5→0.5hrs
Per Case
LexisNexisCross-functional LeadershipWorkflow Design
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0→1
Model Built
Data & Analytics
Stanford Medicine
KPI Framework to Match Staffing to Patient Demand
The Problem
No staffing model, no defined KPIs, no mechanism to align staff capacity with patient demand. Leaders had no visibility into whether they were over- or under-resourced.
↑ First data-backed staffing model built 0→1
0→1
Model Built
$2M+
Budget Informed
EpicKPI DesignCapacity Planning
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20%
Efficiency
Workforce Analysis
Tampa General Hospital
Departmental Needs Assessment Driving 20% Labor Efficiency
The Problem
Staffing decisions were reactive — coverage gaps emerged and were patched rather than anticipated. No formal assessment of workload distribution or capacity requirements existed.
↑ 20% increase in labor allocation efficiency
20%
Efficiency Gain
↑
Staff Morale
Needs AssessmentCapacity PlanningBusiness Case
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15%
Waste Cut
Process Standardization
Tampa General Hospital
SOP Playbook Reducing Waste by 15% & Onboarding Time by 2 Weeks
The Problem
No standardized procedures meant every team member doing it differently. Inconsistency created rework, unpredictable service delivery, and a broken onboarding process with nothing replicable to hand new staff.
↓ 15% waste · ↓ 2-week onboarding reduction · 100% replicable playbook
15%
Waste Reduced
2wks
Faster Onboarding
SOP DesignVersion ControlLean
Click to view full case study →
Get In Touch
Open to Healthcare Operations, Business Analyst, and Strategic Ops roles.
LinkedIn
Location
Davenport, FL
Phone