Lynn Welling

Background

About Lynn Welling

Global Chief Clinical and Medical Officer, CEO, Commanding Officer and carrier jet pilot with 30+ years of successful and innovative clinical, operational and strategic leadership in large, complex billion-dollar healthcare systems spanning primary through quaternary care, post-acute care, rehab and behavioral health. As a retired navy Captain, Dr. Welling brings a unique perspective from a depth and breadth of experiences from the high reliability of carrier aviation to command of a forward based combat hospital. Visionary leader who brings novel insights in organizational governance and performance, high reliability operations, crisis management, medical research/education, and medical staff relations. Provides evaluation, introduction and integration of technology into healthcare operations. Asks the right questions, leveraging military, VHA and nonprofit healthcare experience in partnership with public/private businesses to improve patients’ health and organization’s bottom line.Leadership Highlights:* Executive Governance – Led as Regional Chief Clinical Officer for the $2.7B revenue, largest nonprofit healthcare provider in Seattle area with 5 hospitals, 2 free standing ACC’s and 140+ primary and specialty care clinics, overseeing 3800+ physicians and APC’s and 13k caregivers.* Board Experience – Member California Hospital Association Hospital Quality Institute BOD advising on improving quality, transparency and patient care. At VA, led as partner in VISN Clinical Productivity Council, Executive Leadership Council, Network Resource Board, and Quality Performance/Improvement Board developing network strategic plan, care guidelines and shared network resources. At Naval Health Clinics Hawaii, Chaired Board of Directors/led the Executive Committee of Medical Staff.* Clinical & Business Strategy – Created first 5 pillar strategic plan for VHA St. Louis, aligning complex clinical care, access, business practices, administrative, and workforce across 300+ providers, 2400 staff in complex system with 398 licensed beds.* Organizational Turnaround – Led turnarounds for multiple hospitals, setting leadership structure, roles, P&L oversight and organization infrastructure.* Technology Utilization – Sponsored/led 22 complex process improvement projects, including EHR, telehealth, remote monitoring, e-consult, patient flow, and leadership training.* Operations Leader – Led High Reliability Organization (HRO) and Lean Management System development, significantly improving patient throughput, quality metrics, staff and physician satisfaction.