Selected work
Questions put to work.
Three projects from my time in EMS operations at Royal Ambulance.
These projects preceded chatIR. They describe my operating experience, not results produced by the software. The figures below come from the project accounts; calculations and limits are identified alongside them.
Ambulance accident reduction
Approximate first-year comparison from the historical project account. Multiple changes took place together; this does not isolate any one intervention.
Royal Ambulance · 2022–early 2024
As Operations Supervisor, I led a DMAIC improvement project connecting incident review with driver training, policy, and fleet-safety measurement.
The project account records a first-year change from 1.0 to 0.7 incidents per 1,000 trips: a 30% reduction. Several changes took place together, so the before-and-after result does not isolate the effect of any one intervention.
Of 53 investigations with recorded driver tenure, 37 involved drivers in their first six months. Separately, 73 of 84 ambulance accident reports had been categorized as insufficient training. Those are descriptions of the reviewed records, not exposure-adjusted comparisons or proof of cause.
We updated EVOC content, standardized FTO driving evaluations, revised safety policy, and evaluated fleet technology. The work connected what appeared in the records with questions for the people running the operation.
ePCR documentation quality
Royal Ambulance · Late 2021–mid 2022
I worked on targeted training and an addenda tracking dashboard to make documentation problems easier for supervisors to identify and address.
The project account describes an addenda rate changing from 3% to 2%. At 36,000 trips per year, that difference equates to 360 fewer addenda annually. This is an annualized calculation, not a separate count of observed avoided addenda.
The account estimates about 100 supervisor hours and 150 crew hours associated with that reduction. A 21-day billing hold was reported internally; it is not a verified measure of cash collection improvement.
The dashboard made trends available for continued review. Sustaining the improvement still requires attention to the process.
Inventory and supply-chain improvement
Royal Ambulance · 2021–2022
During a system transition, I worked on supplier analysis, ordering workflows, and consistent inventory practices.
The project account reports $50,000 in direct savings and 25% faster order processing, with no reported operational disruption. These are historical project figures; the underlying comparison periods and calculations are not reproduced on this page.
The aim was to put clearer ordering and replenishment practices into the incoming system, with ongoing tracking after handoff.