1. LINDA K. KOSNIK Mobile 862.324.5300 • E-mail: lkosnik@gmail.com
2 Orchard Drive, Randolph, New Jersey 07869
Board and C-suite Advisor • Operations & Clinical Leader • Value Creator • Innovative Solutions Lead
Results-oriented Operations and Clinical executive with 30+ years of experience driving revenue and
contribution margin growth while improving competiveness, quality, outcomes and engagement. Specializes in
leading diverse teams to develop and implement innovative programs and solutions to improve and sustain
performance and outcomes. Hands-on executive who drives a culture of organization and community-wide
excellence and collaboration.
CAREER HIGHLIGHTS
• Healthcare Consultant and Executive with more than 40 years of experience in the healthcare
industry, including 10 years as a Chief Nurse Executive and 10 years in consulting
leadership at PricewaterhouseCoopers (PWC) & Navigant Consulting (NCI), focused on
operational and clinical performance and related financial outcomes.
• Co-founder and Senior Vice President of Clinical Services for Vistaar Healthcare Solutions
(VHS), a clinical process transformation and technology services firm. VHS improved
clinical, operational and financial performance by driving enterprise-wide change programs
leveraging innovative methodologies, training and our cloud-based, EMR integrated,
Operations Management System.
• Lectured nationally and internationally and has published extensively on transformational
change, collaboration, patient throughput, and quality improvement and performance
management as applied to healthcare. Specializing in strategy development and optimizing
operational and clinical performance across the healthcare continuum.
PROFESSIONAL AND BUSINESS HISTORY (SELECTED)
• Navigant Consulting, INC (NCI) : Healthcare Performance Excellence and Technologies,
Chicago, Illinois (10/2012 to present)
• PricewaterhouseCoopers (PWC): Healthcare Advisory Practice, NYC, NY (1/2010 to
10/2012)
• Vistaar Healthcare Solutions (VHS): Co-Founder and Senior Vice President Clinical
Services, Parsippany, NJ (2006-2010)
• Overlook Hospital, Atlantic Health Systems: Chief Nursing Officer, Summit, NJ (1999-
2006), Interim COO (2001, 2003)
• Institute for Healthcare Improvement, Boston, MA (1994-2012)
• Overlook Hospital, Atlantic Health Systems: Director, Emergency Services, Summit, NJ
(1994-1999)
• Somerset Medical Center: Clinical Care Coordinator, Emergency Services/ Somerset, NJ
(1992-1994)

2. LINDA K. KOSNIK
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KEY PROFESSIONAL AND BUSINESS EXPERIENCE (SELECTED)
• Collaboratively led an engagement driven by the Board of Directors and Executive
Committee for a safety net healthcare system, through a clinical, operational, and financial
transformation program to improve their debt ratio and bond rating. Identified and realized
$20 million in benefits above that identified by two other competing consulting firms.
Coached and mentored C-suite Leaders to drive change and sustainability.
• Led hybrid client/Navigant teams of 4-20 resources providing leadership coaching,
collaborating to identify and successfully realize the benefits of strategic, operational, and
cultural change programs. Formal and informal mentor to client/Navigant executives and
consultants/employees.
• Completed a 4 large hospital and associated community assessment and gap analysis to
identify community and physician alignment and variability with the patient plan of care and
intake/transfer/discharge processes and resources to improves communication and
collaboration between all members of the patient care team, patients and families across the
health care continuum
• Provided the leadership for the implementation of a one year provincial-wide healthcare
throughput engagement in Alberta, Canada. Maintained the relationship and provided
presentations for the Provincial, Local and Community Leadership and staff. Led the ‘Path
to Home’ initiative which became a Country-wide ‘best practice’ resulting in the
organization receiving multiple awards, grants and speaking engagements. My ongoing
advisor relationships within the Alberta Leadership Team has generated several new
strategic and operational transformation opportunities.
• Led the Executive Committee of a 1,500 bed safety-net system - with transplant and trauma
service lines - through an operations transformation program that realized over $26 million
in savings in 9 months. Staff was represented by two major unions, including the physician
staff. Program success was directly linked to executive and cultural alignment and buy-in.
Regularly presented insights to the Board of Directors.
• Co-founded a clinical transformation and technology solutions firm. Led the design and
implementation of the firm’s "operational control center" and performance improvement
solution across varying size accountable care networks (ACNs) encompassing all clinical,
ancillary and support services. Results included:
- Client rated as the best in North America for patient flow and Milliman best practices for
Length of Stay;
- Saved $10 million annually by using innovative technologies and process improvements;
and,
- Joint nomination with client for the Joint Commission's John M. Eisenberg Award for
Quality and Safety.
• Led the implementation of a Clinical Management Program including the development of a
resource center resulting in a reduction in length of stay by .5 days in two months for a
multi-hospital system generating over $5.5 million in value. Supported the development of a
comprehensive learning and training program to drive sustainability.
• Developed and implemented a comprehensive technology-enabled solution to improve the
efficiency, service delivery, and predictability of hospital operations. The technology-
enabled solution is a real-time monitoring and metrics reporting system that identifies
substantial operating efficiencies, staffing levels and performance for each of the Key
Performance Indicators (KPI) across the healthcare continuum.

3. LINDA K. KOSNIK
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• Partnered with the Executive Committee and led the clinical operations transformation
program for a unionized 500+ bed hospital located in Minnesota, focused on cultural change
to drive efficiency, productivity, customer satisfaction, and cost management. Improved
patient satisfaction by 500%.
• Developed a clinical care pathway strategy for marketing of the product line of a global
pharmaceutical company with the accountable care networks
• Responsible for the project management and delivery of several large platform
transformation projects focused on operational, financial, quality and safety performance of
healthcare organization, including ACOs, systems, hospitals (inpatient, ancillary and
emergency), physician practices, clinics and ambulatory care and community services.
• Led process simulation for new construction design and developed workflow for an
emergency department expanding from 13 to 45 beds.
• Designed a comprehensive care management program for a 750 bed acute care facility.
• Co-chaired collaborative design sessions for the Institute for Healthcare Improvement (IHI)
around patient flow and developed IHI's initial demand and capacity program.
• Assessed academic medical centers nursing, technologies and in-service programs through
interviews and program review. Provided a comprehensive 5 year strategy for program
optimization, change management and operational improvement.
• As Chief Nursing Executive, provided executive direction for all aspects of patient care
including strategic planning, cost containment, clinical practice, staffing, policies and
procedures, customer satisfaction and operations for a 470 bed acute care facility. Direct
financial and operational responsibilities included the emergency department, critical care
units, neuroscience, oncology, surgical services include the operating rooms and same day
surgery programs, endoscopy suites, digestive center program, wound care, and food and
environment services with over a $200 million dollar budget.
• Acting interim Chief Operating Officer (COO) while CNE. Provided community and Board
of Trustees interface while recruiting permanent COO.
• Led Overlook Hospital to receive the New Jersey Governor’s Award for Quality based on
Malcolm Baldrige Criteria for 2 consecutive years as well as one site visit from the National
Malcolm Baldrige assessment team.
- Collaborated in developing and implementing a comprehensive 5-year strategic plan
focused on capturing greater market share, increased revenue, contained costs and
differentiating the institution based on the development and enhancement of clinical and
operational services.
- Developing multidisciplinary programs in pain management, total joints, diabetes and
bariatrics
- Designing and managing multiple construction projects including a $15 million
emergency department expansion
- Facilitating and supported system Service Line implementation.
- Created and implemented a system-wide Demand-Capacity Management System
(ACOMS) using a Crew Resource Management approach towards optimizing
collaboration, troubleshooting and mitigating “stresses” on the system in real-time,
increasing operational efficiency and promoting customer and job satisfaction. This
program has been recognized by JCAHO as a best practice for managing patient flow.
- Established a hospital–wide Collaborative Governance Structure.
- Coordinated recruitment and retention initiatives resulting in retention of 95% with 4%
turnover allowing for a reductions in agency use of >70% in one year.
- Achieved national recognition acquired over $1 million in grant funding for safety,
patient education and customer satisfaction.

4. LINDA K. KOSNIK
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• Assisted emergency services to receive operational and clinical recognition including;
- New Jersey Chapter American Society for Quality Award
- Press, Ganey Success Story Award for improving patient engagement to 99th
percentile
- American Society for Quality Recognition in Annual Quality Video
- American Hospital Association, Process Reengineering Award
- Health Care Finance Administration Best Practice for Thrombolytic Delivery
EDUCATION AND CERTIFICATIONS
Seton Hall University, South Orange, NJ
Doctoral Work completed all but dissertation: Health Sciences Leadership
Master in Science: Advanced Practice Nurse Practitioner (May, 1998)
University of Pennsylvania, Philadelphia, PA
Wharton/Johnson and Johnson Fellow (June, 2004)
Columbia University, NYC, NY
Bachelor of Science: Nursing (May, 1976)
PUBLICATIONS (SELECTED)
• Kosnik, L. (2013). 2nd
edition. Breakthrough demand-capacity management strategies to
improve hospital flow, safety, and satisfaction. In Randolph W. Hall (Ed). Patient Flow:
Reducing Delay in Healthcare Delivery (pp. 101-122). New York, NJ: Springer
Science+Business Media, LLC.
• Batalden, P.B., Nelson, E.C., Johnson, J.K., Godfrey, M.M., Huber, T.P., Kosnik, L.,
Ashling, K. (2007). Leading Microsystems. In Eugene C. Nelson, Paul B. Batalden, &
Marjorie M. Godfrey (Eds). Quality by Design: A Clinical Microsystems Approach (pp.51-
68). San Francisco, CA: Jossey-Bass.
• Kosnik, LK, Reed, L, McCasky, Theresa. (2007). Achieving patient safety goals through the
successful marriage of culture and technology. Voice of Nursing Leadership, May 2007.
• Kosnik, L.K. & Espinosa, J.E. (2003). Microsystems in health care: Part 7. The microsystem
as a platform for merging strategic planning and operations. Joint Commission Journal on
Quality Improvement, 29(9), 452-459.
• Batalden PB, Nelson EC, Mohr JJ,Godfrey MM, Huber TP, Kosnik L. Ashling K.
(2003)Microsystems in Health Care: Part 5. How Leaders are Leading. The Joint
Commission Journal on Quality and Safety. Volume 29 (6):297-308.
• Kosnik, L.(2002) The New Paradigm of Crew Resource Management: Just What is Needed
to Reengage The Stalled Collaborative Movement. Joint Commission Journal on Quality
Improvement. 28(5).

5. LINDA K. KOSNIK
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GRANTS AND RESEARCH
Consultant/Investigator
• Task Order Research Group (TORG) Team Leader/ Administration and Hospital Operations
• Developing Data to Monitor and Reduce Emergency Department Overcrowding /Agency for
Healthcare Research and Quality, Rockville, MD 20852 (2002- 2003)
Co-Primary Investigator
• No Harm Intended: Preventing Medical Errors/Healthcare Foundation of New Jersey,
Livingston, New Jersey (2002)
• The Use of Crew Resource Management Strategies in Improving Patient Safety in a Hospital
Setting/Commonwealth Fund, NYC, NY (2002- 2003)
Complete CV Available Upon Request
References Available Upon Request

6. LINDA K. KOSNIK
PAGE 5 OF 5
GRANTS AND RESEARCH
Consultant/Investigator
• Task Order Research Group (TORG) Team Leader/ Administration and Hospital Operations
• Developing Data to Monitor and Reduce Emergency Department Overcrowding /Agency for
Healthcare Research and Quality, Rockville, MD 20852 (2002- 2003)
Co-Primary Investigator
• No Harm Intended: Preventing Medical Errors/Healthcare Foundation of New Jersey,
Livingston, New Jersey (2002)
• The Use of Crew Resource Management Strategies in Improving Patient Safety in a Hospital
Setting/Commonwealth Fund, NYC, NY (2002- 2003)
Complete CV Available Upon Request
References Available Upon Request