JOE PIMENTEL, BSN, MICN, MBA
25 Hucklehill Road, Vernon, VT 05354
H: (802) 254-8777, C: (802) 380-9774, Email: joeonthego7@me.com
PROFESSIONAL SUMMARY
Experienced VP of Patient Care Service and Chief Nursing Officer. Strong leadership capabilities in healthcare
management and nursing leadership including multi-hospital systems, free-standing acute care hospitals, tertiary care
academic teaching hospitals, not-for-profit hospitals and for-profit hospital systems. Recognized accomplishments in
Nursing Administration, Critical Care, Patient Care Services, Emergency services, TQI, LEAN, Six Sigma activities
and the professional development of leaders, managers and staff. Continuous professional development and
commitment to healthcare. Proven ability to lead, motivate and implement. Led in the building and redesign of
Emergency Departments, ICU’s and CICU in Oregon, California, New York, Florida, Massachusetts, Michigan and
Vermont. Motivated leaders and staff to become customer-service-focused change agents. Proficient at developing
and implementing unit based councils and building highly effective multidisciplinary-shared governance teams.
Implemented “Patient Centered Care Model” and “Relationship Based Care Model” of nursing in multiple diverse
hospital settings.
Interim Management Services: Areas of specialty include: VP Patient Care Services, CNO, OR Management,
ICU/CICU, Med/Surg and Emergency Department leadership, the design of patient care delivery systems, team
building and management development, strategic planning, productivity and accountability, budgeting and workload
analysis, implementation of shared governance model with focus toward obtaining Magnet designation, integration
and application of performance improvement strategies and principles, CMS, OIG, DPH, Stroke Survey, Heart Team
Survey and The Joint Commission (TJC) preparation.
PROFESSIONAL EXPERIENCE
Interim Positions
Guthrie Health System – Sayre, Pennsylvania
04/2012– Present
Director, Emergency Services
Provided transformational nursing leadership in a 290-bed Level 2 Trauma Center reporting directly to the Vice
President of Patient Care Services/CNO.
 Key deliverables included assessment of department leadership team, preparation for TJC
 New staffing model design with emphasis on improving productivity.
 Design and implementation of LEAN designed throughput processes including physician in triage
 Assessment of internal in-patient throughput issues impacting the organization’s ability to move patients
 Hiring, orientation and training of new management team, including new department director.
Kaiser Permanente Health Systems – Walnut Creek, California
10/2011– 02/2012
Manager, Adult Medical/Surgical/Respiratory Care Unit
Provided transitional nursing leadership in a 233-bed acute care hospital.
 Key deliverables included assessment, design and implementation of department leadership team, Nurse
Knowledge Exchange and key operational changes to enhance staff and customer satisfaction and productivity.
 Assessment of nursing leadership practice and implementation of plan for mentoring and coaching new and
current assistant manager team.
 Hiring, orientation and training of new management team, including new department Manager.
Aroostook Medical Center – Presque Isle, Maine
04/2011– 09/2011
VP Patient Care Services – Chief Nursing Officer
Provided transitional executive nursing leadership in a 161-bed hospital with 89 licensed beds dedicated to acute
care and 72 licensed beds dedicated to long-term care and acute rehab services. The hospital operates its own
Ambulance Service with facilities based in Fort Fairfield, Mars Hill and Presque Isle and provides emergency care
and transport coverage in Presque Isle, Mars Hill, Fort Fairfield, Limestone, and many other surrounding
communities in central Aroostook County
 Key deliverables included assessment, design and implementation of performance improvement in patient
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JOE PIMENTEL, BSN, MICN, MBA
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throughput from all entry points utilizing LEAN principles.
Assessment of nursing models throughout organization and implementation of Family Centered Care model of
nursing practice.
Assessment of Leadership practices and needs among nursing leaders and implementation of plan for mentoring
and coaching current leaders in essential leadership principles, providing education and preparation in order to
select new CNO.
Genesys Regional Medical Center – Grand Blanc, Michigan
12/2009– 04/2011
Director, Emergency Services
Provided transformational nursing leadership in a 420-bed hospital with a busy Level II Trauma Center. Responsible
for leading two satellite Emergency Departments in East and West Flint. Oversight of Trauma Services, hospital
owned Ambulance Service, Hospital Owned EMS Education Center, Clinical Decision Unit & Observation unit.
 Key deliverables included Collaboration with Quality VP to build HRO quality initiatives from scratch
 Collaboration with new Pediatric Medical Director to build pediatric infrastructure from scratch, including
foundational work towards new Pediatric Emergency Department within existing operations.
 Successfully developed strong working relationships with openly hostile and dysfunctional physician groups.
 Hands-on direct transitional intervention to stabilize department, mentor & coach new leadership team,
providing education and preparation in order to select new Director. Oversaw turnover of four key managers,
coaching and mentoring of two existing managers and addition of a new manager position to create 24/7
operations management oversight.
 Implemented keystone initiatives in ED.
 Initiated several throughput initiatives, including an immediate bedding process, that resulted in a 80% reduction
in arrival to MD time and a 38% improvement in Press Ganey scores for waiting time to see the doctor.
 Worked closely with an internationally recognized consulting firm “The Sullivan Group” to improve physician
alignment with organization objectives specifically related to Pediatrics and Cardiac STEMI program.
 Oversaw implementation of GEMS Ed tracker and Eclipsys platform.
 Provided leadership for CPOE and ED Nursing electronic documentation conversion
 Provided leadership for building and relocation of 12 bed ED Observation area, to new 30 bed ED Observation
area and conversion of old area back to ED beds
 Successfully identified and corrected $5m annual loss due to documentation deficiencies
 Performed LEAN Kaisen event around ED Throughput and bed management
Trinity Health Systems – Mercy Hospital Grayling – Grayling, Michigan
12/2008–12/2009
VP Patient Care Services – Chief Nursing Officer
Trinity Health is a system operated much like a For-Profit Operation. This is largely due to the influence of their
progressive System CEO, Joe Swedish who came to Trinity from HCA where he was CEO of the South Florida
Division. I Provided transitional executive nursing leadership in a 130-bed hospital with 90 licensed beds dedicated
to acute care and 40 licensed beds dedicated to long-term care. The hospital operates a three site employed
physician network serving a seven county area.
 Key deliverables included nursing and physician alignment with organization goals and objectives.
 Successfully developed strong working relationships with openly hostile and dysfunctional physician groups.
 Direct oversight of a 3 suite OR providing hands-on direct transitional intervention to stabilize department,
mentor & coach new leadership team, providing education and preparation in order to select new Director.
 Implemented keystone and Crew Resource initiatives in ED and OR.
 Designed and implemented new staffing efficiency models for nursing departments
 Worked closely with an internationally recognized consulting firm “The Bard Group” (now part of Navigant
Consulting) to improve physician alignment with the organization.
 Worked as one of three members of the senior administrative team to conduct a top to bottom assessment of
organizational goals, objectives and strategic planning. Developed a new organizational model that integrated
physician participation and leadership at every level.
 Participated in aggressive budgeting process for fiscal year 2010. Implemented effective daily productivity
monitoring processes in all nursing departments.
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JOE PIMENTEL, BSN, MICN, MBA
Kaiser Permanente Health Systems – Santa Clara, California
5/2008–11/2008
Director, Emergency Services
Provided transitional nursing leadership in a newly built 327-bed teaching hospital with a 46-bed ED that serves
residents in the Santa Clara Valley. Lead a team of three managers, two clinical educators, three assistant managers,
a clerical manager, eight administrative staff and over 200+ ED staff in this 62,000 visit per year ED. Provided
coaching and mentoring to new department managers, into newly designed roles.
 Improved customer satisfaction scores in key areas. > 82%
 Improved infection control, (hand washing) compliance in department by 52% in two months.
 Designed new operational plan, staffing plan and implemented new highly efficient staffing matrix.
 Successfully designed and implemented a new ED Leadership model based on shared governance.
 Successfully led the department through survey’s involving DPH, CMS, Stroke, & (TJC).
 Implemented several performance improvement projects including design of a new “Triage MD” program that
utilized a team approach at triage involving an MD, MSE RN, ED Tech and support staff in the ED waiting
room.
 Co-chaired key performance improvement project with hospital CNO to reduce patient throughput from time of
bed request to time patient arrived into in-patient bed from > 3hrs to < 60min.
 Rolled out several key projects to improve hand washing performance, stroke team performance, heart alert team
performance, pediatric clinical performance, radiology wait times, ED throughput and mis-labeled specimens.
Northeast Health Systems - Beverly Hospital
4/2007–3/2008
Assistant Director/Consultant, Emergency Services
Provided interim nursing leadership in a 227-bed Solucient Top 100 hospital’s high acuity ED trauma center that
serves residents in Beverly MA and the Cape Anne Region. Partnered with new department director, to provide
transitional nursing leadership including coaching and mentoring department managers, team leaders and Clinical
Educator into newly designed roles.
 Assisted Department Director with planning and implementing new $8 Million dollar ED building project.
 Planned three phase transition to new space increasing size of ED from 16 to 35 beds, doubling the size of the
department staff while increasing the square footage three fold.
 Designed new operational plan, staffing plan and implemented new staffing matrix based on historical data
analysis. Successfully obtained $1.4 Million increase in fiscal year budget for additional staff.
 Championed the redesign of new ED Leadership model. Prepared department for (TJC) survey.
 Improved customer satisfaction scores by 80% in some key categories while reducing throughput averages to
fewer than 3 hours from > 6 hours.
Rogue Valley Medical Center, Medford, Oregon
9/2006–4/2007
Director, Coronary Intensive Care Unit
Provided interim nursing leadership with a high degree of autonomy in a 325-bed Solucient Top 100 Cardiac
Hospital. Assumed responsibility for this 16-bed high acuity CICU in a regional academic tertiary trauma center that
serves more than 530,000 residents in nine southern Oregon and northern California counties. Department recovers
all post CABG patients direct from OR.
 Championed the development and implementation of new programs, refocusing existing services toward patient
outcomes and integrated delivery.
 Implemented Magnet focused unit based shared governance councils and Family Centered Care Nursing Model.
Led in the redesign and reconstruction of the CICU.
 Identified, selected and coached new department director into director role.
 Designed and selected new department leadership team to replace old informal charge nurse role.
 Assumed direct responsibility for CNS and nursing educator and led numerous departmental PI initiatives
including project to reduce incidence of sternal wound infections in post-op CABG patients and implementation
of cutting edge hypothermia “cooling blanket” protocol for post cardiac arrest patients.
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JOE PIMENTEL, BSN, MICN, MBA
Sabbatical
6/2005-9/2006
Time off to concentrate on three very serious family tragedies. Continued to manage family owned businesses. Also
focused on developing consulting services in leadership, nursing management, education and mentoring.
Permanent Positions
Brattleboro Memorial Hospital, Brattleboro, VT
2003-2005
Director, Critical Care & Emergency Services
Provided nursing leadership in collaboration with the CNO. Direct responsibility for a high acuity ICU/CCU and a
busy ED, servicing 17,000 patients annually. Supervision of 6 nurse managers.
 Created a new Breast Care Program while assuming responsibility for four additional departments;
Medical/Surgical, Oncology, Diabetes, Wound & Skin.
 Designed and directed the successful remodel of the ED to improve flow and introduced a new triage area.
Established and implemented 5-Step Canadian Triage Model, new forms and an effective ED tracking plan.
 Successfully led JCAHO survey preparations in multiple hospital areas utilizing the new (TJC) format.
 Spearheaded the redesign of the Hospital Code Blue Team mandate. Standardized all code carts in the facility,
coordinated staff training, standardized all cardiac defibrillation equipment and implemented a new code blue
paging system eliminating the need for overhead paging. Installed AED’s in strategic locations.
 Designed and implemented a new Critical Care Internship program in the ICU/CCU. Utilized the new
computerized ECCO training system along with physician and staff mentoring. Also, coordinated advanced
critical care training with an affiliate academic teaching hospital to successfully train and orient the ICU’s first
graduate nurses in a new one-year internship program. Created similar program for the ED.
HCA - Osceola Regional Medical Center, Kissimmee, FL
2002-2003
Director of Emergency Services
Provided nursing leadership within a 251-bed regional for-profit medical center, in collaboration with the Vice
President of Nursing/CNO. Supervision of 9 nurse leaders and managers.
 Responsible for a 46,000 visit ED & Fast Track. Successfully managed $8 million budget & 120 FTE’s
 Designed and built a 12-bed Clinical Decision Unit to operational status in 5 months. Oversight for the
Emergency Department portion of a $65 million building project. Led in planning, design and building of New
ED and Fast Track.
 Led a hospital-wide ED operational initiative, which involved a multidisciplinary group that formulated an
integrated solution for ED, holds and flow challenges. Championed the development and implementation of new
programs, refocusing existing services toward patient outcomes and integrated delivery.
 Selected by corporate HQ as one of five national ED Directors to lead ED benchmark initiatives at corporate HQ
to address ED wait times, flow, integration and ED design.
 Recruited, trained and oriented a large intake of foreign nurses to assimilate into our complex fast-paced ED.
Created unique and highly effective nurse recruitment program. Significantly reduced vacancy rate by 100%.
 Implemented multiple operational changes resulting in dramatic increase in customer service scores. Achieved
an average increase of 48% in overall patient satisfaction scores over an 8-month period. Reduced patient
throughput time from 9 hrs to 2 hrs well below the national standard of 3 hours. Created and implemented
unique and highly effective customer service course for staff and physicians.
 Achieved highest productivity in the 13-hospital division while increasing staff and patient satisfaction.
 Chosen as a key leader to participate on IT and nursing committee to review, recommend and implement hospital
wide computerized nursing documentation system.
 Successfully implemented first bar coded ED Point of Care Inventory program in the country.
Upstate Medical University Hospital (SUNY, Syracuse), Syracuse, NY
2000-2002
Service Line Director/Nurse Administrator, Emergency Services
As Service Line Director, provided nursing leadership within a nationally recognized 379-bed academic medical
center that is home to a Regional Level 1 Adult and Pediatric Trauma Center servicing a 26 county region.
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JOE PIMENTEL, BSN, MICN, MBA
Supervised 11 nurse leaders and managers. The medical center is the major teaching facility for med students,
residents and other health care professionals in the Central NY region. It is home to the region’s only dedicated
pediatric trauma center, pediatric intensive care unit and pediatric open-heart surgery program.
 Responsible for a 50,000+ visit Adult and Pediatric Level 1 Regional Trauma Center. Successfully managed a
$10 million budget and 130+ FTE’s.
 Successfully led JCAHO survey preparations in 2001 earning the highest score among 4 large city hospitals.
 Redesigned level 1 pediatric ED program while coordinating the division of the Adult and Pediatric trauma
center into two distinct cost centers.
 Developed and implemented a total redesign of the staffing plan, in coordination with the 4 unions who
represented staff in my department. This involved the first steps toward the elimination of mandatory overtime
and the design of a new computerized staffing tool for both ED’s.
 Experienced in leading Magnet Hospital Coordinating team.
 Developed and implemented departmental PI Council, Nursing Research council, Staff development, Nursing
Education, ED Practice Council, ED 3-R Council.
 Led the redesign and reconstruction of the ED with particular focus on security systems including the addition of
armed state police officers and the addition of new psychiatric seclusion rooms.
 Management of a new hospital based helicopter program.
 Chair of the patient complaints taskforce and EMTALA workgroup.
 Coordinated hospital’s response to the 911 attacks by taking the lead among the four city hospitals by setting up
a disaster command area. Hosted interagency meetings 24/7. Coordinated with the 174th aero medical wing to
ship the first relief supplies to hospitals in NY City tending to the initial casualties of this disaster.
Adventist Health, Redbud Community Hospital, Middletown, CA
1999-2000
Manager Critical Care & Emergency Services
Provided nursing leadership in collaboration with the CNO. Direct responsibility for ICU/CCU and a busy ED,
servicing 16,000 patients annually operating as the paramedic base station. Supervision of 32 FTE’s.
 Y2K planning and implementation in ED and ICU/CCU.
 Managed EMS liaison that coordinates local paramedic and MICN certification processes and EMS policy.
 Established close partnerships with 12 hospital owned rural health clinics to provide seamless utilization and
referrals from the emergency department.
 Developed enhanced helicopter response and utilization program with owner of largest not-for-profit helicopter
program based out of Santa Rosa. Resulted in creation of independent not-for-profit critical care transport
system that coordinated all ground and air transport in our region with one phone call.
Bronson Methodist Hospital, Kalamazoo, MI
1997-1999
Coronary Care Department Staff RN
Provided high-level critical care to patients on an advanced cardiac care unit within this 343-bed academic medical
center. Primary responsibilities involved providing exceptional coronary intensive care to hemodynamically
unstable cardiac patients, post heart catheterization and CABG patients. Skill sets included cardioversion, central
venous catheter insertion and maintenance, CAPD, chest tube management, temporary and permanent pacemakers,
PCA pumps, CVP line set up, reading and interpretation, arterial sheath removal, post PTCA care, ACT’s and
vasoactive cardiac drips. Involvement in Quality Control program committees
St. Joseph Medical Center, South Bend, IN
1997-1999
Trauma Unit/Ed Staff Nurse
Provided high level critical care to patients in this 325-bed Level 2 Trauma Center with over 20 patient care areas
including two large modern trauma rooms equipped with full radiology services. Care of critically injured patient
population including pediatric clients. Extensive use of ACLS, TNCC and ENPC. RSI Proficient. Cardioversion,
cardiac drips and cardiac monitoring. Temporary and permanent pacemaker set up. IV therapy training.
PRIOR WORK HISTORY SUMMARY
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JOE PIMENTEL, BSN, MICN, MBA
Consultant/International Business Development
1985-1995
Administrative Business Development consultant for international trading companies in areas of marketing &
distribution for clothing manufacturers, oil filter manufacturer, paper & timber producers, non-ferrous metals,
chemical & raw material firms and food & beverage companies throughout sixteen different countries.
EDUCATION
Master of Business Administration
University of Phoenix, Phoenix, AZ 2010
Bachelor of Science, Nursing
Andrews University, Berrien Springs, MI 1997
Bachelor of Science, Biochemistry
Pacific Union College, Angwin, CA 1985
PROFESSIONAL AFFILIATIONS
American Organization of Nurse Executives (AONE), State Chapter of AONE, Sigma Theta Tau
American Association of Critical Care Nurses (AACN), Emergency Nurses Association (ENA)
ADVANCED NURSING CERTIFICATIONS
Pediatric Advanced Life Support (PALS), Mobile Intensive Care Nurse (MICN), Neonatal Resuscitation Provider
(NRP), Advanced Cardiac Life Support (ACLS), Trauma Nursing Core Course (TNCC), Emergency Nursing
Pediatric Course (ENPC), American Heart Association - CPR Instructor
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