Susan Amero has over 25 years of experience in surgical services management. She has a proven track record of developing strategic plans and quality standards to improve patient outcomes and optimize operations efficiency. Her areas of expertise include project management, operations management, cost controls, and process improvement. Most recently, she worked as the Business Manager for Surgical Services at ProHealthCare, where she coordinated daily operations, collaborated on strategic objectives, and achieved high performance and staff retention. Prior to that, she served as the Surgical Services Manager and helped drive a 5% increase in staff productivity through a cross-training program. She also has experience leading surgical departments as the Surgical Services Director for the United States Navy.

1. SUSAN AMERO, RN, CNOR
108 Carpenter Court | Mukwonago, WI 53149
(262) 853-2462 | susanamero4@gmail.com
CAREER SUMMARY
Highly accomplished, innovative professional with over 25 years of experience in surgical services management.
Proven ability to develop and implement strategic plans, quality standards, and performance metrics that improve
patient outcomes and optimize operational efficiency. Excellent project manager with superior organizational,
analytical, and leadership skills. Builds and leads high-performing teams that consistently exceed expectations and
achieve daily objectives.Thrives both independently and in collaborative,team-oriented workenvironments.
Areas of Expertise
Project Management • Operations Management • Cost Controls • Budget Development
Staff Retention • Employee Development • Personnel Management • Process Improvement
Performance Optimization • Team Building • Cross-Functional Leadership • Quality Management
PROFESSIONAL EXPERIENCE
ProHealthCare(WaukeshaMemorial Hospital),Waukesha, WI 2001 – 2015
Business Manager – SurgicalServices (2011– 2015)
Coordinated key aspects of daily business operations for the Surgical Services division, including financial
marketing planning, business development, clinical excellence, and operational efficiency. Collaborated with
clinical managers and physicians to inform the development of strategic long-term objectives. Trained and
managed high-performing, independent teams with 100% staff retention across three departments and 13 FTEs.
 Maintained 100% compliance with newly developed process forreconciling surgical and anesthesia charges.
 Averaged $445K under budget across all managed business units, including $500K under budget for expenses
and overbudget for gross revenue within the Day Surgery division.
 Achieved a 75% reduction in errors and 100% improvement in business satisfaction authenticated case
request orders by establishing an effectivepartnership between medical staff and scheduling offices.
 Minimized orthopedic costs by $180K by closely monitoring the cost per case by specialty and physician.
 Realized a $500K inventory cost savings and an $85K reduction in wasted supply costs by developing and
implementing a “Hand-Held” project for surgical inventory management withCentral Supply and Distribution.
SurgicalServices Manager (2001– 2011)
Presided over all clinical and operational functions for the Surgery Scheduling, Surgery, PACU, Anesthesia,
Instrument Processing, and Distribution departments to optimize operational performance and clinical quality. Led
the development and implementation of Clinical Ladder for Surgical, Anesthesia and Distribution Techs.
Instrumental in driving staff productivity across all surgery departments by 5% through the collaborative
development of cross-training program forWaukesha Memorial Hospital and Oconomowoc MemorialHospital.
 Chaired the SCIP Quality Team; ranked Top 10% for all quality SCIP measures and Team Time Out metrics.
 Increased First Case of the Day on-time starts to 90% (all cases to 75%) as a leader on a surgical project.
 Eliminated $166K in inventory costs by redesigning processes foran inventory reduction project.
 Identified over $650K annually ($1.3Min 2010) in cost savings as the Surgical Value Analysis Chair.
 Improved Physician Satisfaction for 97.6% of first-time requests by comprehensively revamping the Surgery
BlockScheduling Guidelines and implementing a Work-In-Roomdesign.
 Efficiently allocatedworkflow for105 FTEs(150 total staff) with 12 direct reports and 98% staff retention.
United StatesNavy, (BethesdaNaval Medical Center) Bethesda Maryland 1987 -2008
Provided strategic operational guidance for surgery, ambulatory surgery, and PACU departments delivering direct
care for veterans wounded in Operation Iraqi Freedom and their dependents. Routinely provided medical services
for 30 dependents and fivereturning wounded veterans each month.

2. SUSAN AMERO, RN, CNOR
Page 2  (262) 853-2462 | susanamero4@gmail.com
PROFESSIONAL EXPERIENCE (CONT.)
United StatesNavy continued
SurgicalServices Director (2003– 2008)
Designed the department’s first comprehensive orientation manual foreducating and training new hires.
 Succeeded in reducing turnover time by 67% (30 minutes to 10 minutes) across the surgery department.
 Recipient of the UnitCommendation Medical for ExcellentService based on unit efficiency and quality of care.
 Directed 90 service members and three direct reports with a 100% retention rate over fiveyears.
EDUCATION & CREDENTIALS
BachelorofScienceinNursing
University of Iowa,IowaCity, AI
RegisteredNurse(RN)
Wisconsin Department of ProfessionalRegulation
PROFESSIONAL DEVELOPMENT
CertifiedPerioperativeNurse (CNOR)
Financial ManagementCertificate
CertifiedinLean / SixSigma
PROFESSIONAL AFFILIATIONS
AssociationofOperatingRoomNurses(AORN) – Wisconsin Chapter
AmericanLegionPost375 – 26-Year Member