Bayzand Coaching & Consulting

Bayzand Coaching & Consulting works with individuals and teams to reach their highest potential. I'm passionate about promoting leadership excellence and driving impactful change, and offer a range of tailored services in leadership, team, and executive coaching, as well as healthcare consulting.

Being trained as a Certified Organizational Coach and Clinical Counsellor allows me to bring you a unique blend of expertise, ensuring support for both personal and professional growth. My goal is straightforward yet powerful: to guide individuals and teams towards unlocking their innate abilities, cultivating resilience, and navigating complex challenges with confidence.

Here's how I can support you and your organization:

Leadership Coaching: Whether you're a seasoned executive or an emerging leader, I provide you with personalized coaching to enhance your leadership skills, amplify your influence, and achieve your goals with clarity and purpose.

Team Coaching: Building high-performing teams requires intentional collaboration and effective communication. Through team coaching sessions, I facilitate meaningful dialogue, cultivate trust, and ignite collective synergy to drive results-driven collaboration.

Executive Coaching: C-suite executives face unique demands and pressures. I offer you targeted executive coaching to sharpen strategic thinking, enhance decision-making abilities, and navigate leadership challenges with grace and resilience.

Healthcare Consulting: In the ever-evolving healthcare industry, effective leadership and organizational strategies are key. Drawing on my background as a former executive healthcare leader and clinical counsellor, I provide specialized consulting services to healthcare professionals and organizations, empowering them to optimize performance, improve patient outcomes, and thrive amidst change.

Founder and Coach/Consultant

BC Children's Hospital, Vancouver

•	Worked in partnership with the other members of the C&W Executive Leadership Team to develop the organization’s shared vision strategic directions, goals and annual objectives to guide the organization into the future. Developed strategic directions, goals and annual objectives for the portfolio providing leadership and support to staff in developing individual program plans including the development and implementation of proposals for new or expanded programs. performance.
•	Led the planning, delivery and evaluation of both internal and inter-campus corporate services specifically related to Lower Mainland Consolidated Services, Facilities and Planning, Site Redevelopment Sustainment and Projects, Strategic Initiatives, and Clinical Informatics/Information Management are aligned with site goals and expectations. Facilitated a highly matrixed approach in the development of hospital services and displays an ability to work effectively within the health system's decision-making and organizational structures.
•	Identified and evaluated new initiatives, business development and partnership opportunities. Communicated information and made recommendations to the Executive Vice-President for evaluation and approval. Facilitated the implementation of approved initiatives. Collaborated and established partnerships with internal and external key stakeholders with regard to the planning, resource allocation, priority determination, and strategic direction of the portfolio.
•	Represented the site agencies and Provincial Health Services Authority’s (PHSA) interests in discussions and/or negotiations with government, other external organizations and agencies providing or requiring support services from the organization. Collaborated and enabled the strategic directions of BC Children’s and Women’s Health as well as provided leadership to Lower Mainland consolidated programs.

Executive Director, Inter-Campus Operations

•	Developed strategic plans, goals, and annual objectives for the portfolio, providing leadership and support to staff in developing individual program plans including the development and implementation of proposals for new or expanded programs or redistribution of resources within the portfolio. Ensures these plans were consistent with and complemented the organization’s overall strategic plan. Provided recommendations on strategic direction to Executive leadership. Developed and deployed mechanisms for monitoring program performance and monitored progress in achieving performance. Communicated program and unit strategic direction incorporating PHSA and the Campus vision, values and strategic direction and ensured integration into practice.
•	Identified and evaluated new initiatives, business development and partnership opportunities. Communicated information and made recommendations to executive leadership for evaluation and approval. Lead or facilitated the implementation of approved initiatives. Collaborated and established partnerships with internal and external key stakeholders regarding the planning, resource allocation, priority determination, and strategic direction of the portfolio and across the campus.
•	Provided operational leadership and coordination in partnership with medical and operations leaders at C&W, BC Mental Health and Substance Use Services and the PHSA. Implemented and operationalized those plans for program staff within the portfolio and for services/functions which were aligned and accountable to the site.
•	Held accountability for issues related to the intersection of program delivery and overall operations at the campus by acting as a liaison between clinical, ancillary and business partners, and the medical and program/operational leaders of the facilities on the campus to ensure the provision of quality care and services at the Campus.
•	Accountable for the Teck Acute Care Centre general management office.

Senior Director, Inter-Campus Operations

•	Developed strategic plans, goals and objectives for allocation of facility resources, often redistributing resources within the portfolio in order to develop and implement new innovations and programs.
•	Provided leadership and consultation to staff to develop new program plans while monitoring program performance in order to ensure programs incorporate the values of both the organization and the Provincial Health Services Authority (PHSA).
•	Identified new opportunities and initiatives for business development and professional partnership.
•	Established collaborative partnerships with internal and external stakeholders in regard to the planning, resource allocation, priority determination, and strategic direction of the portfolio.
•	Provided operational leadership in collaboration with leaders at C&W, BCMHSUS and PHSA.
•	Mediated and reconciled issues related to the intersection of program delivery and operations, acting as a liaison between clinical, ancillary and business partners and program leaders, resulting in top quality care provided in line with operational objectives.  
•	Reviewed analysis and reports of costs, operations and forecast data to determine the portfolio’s progress towards stated goals and objectives, ensuring that the portfolio budget is utilized effectively for those goals to be achieved. 
•	Advised managers on budget development, reviewing proposals for allocation of resources and ensuring proposed operations are within the approved financial framework. 
•	Sponsored and implemented numerous programs, services and initiatives and acted as a key point of contact for the BC Children’s and BC Women’s Redevelopment Project responsible for the construction of a new, 8-storey acute care tower.

Director, Inter-Campus Operations

•	Developed strategic initiatives that positively impacted the flow of patients, staff, goods and services at the facility as well as the operations of inter-facility programs. 
•	Communicated the strategic direction of the organization while working in partnership with the PHSA, BC Women’s and BC Children’s as well as while advising staff in the development and implementation of individual program plans.
•	Supervised business development and negotiation, maintaining professional liaisons, managing contracts with vendors, coordinating quality improvement activities and implementing audit programs. 
•	Provided leadership to supervisory staff, evaluating performance and identifying needs for further training and development in collaboration with key stakeholders. 
•	Managed annual operating budgets, approving proposals from managers and reviewing data to ensure adherence. 
•	Monitored projects throughout entire project lifecycle, established project plans, outlined timelines, executed plans, tracked and reported progress and performed risk management. 
•	Liaised with several organizations including the BC Ambulance Service, the clinical teams at BC Children’s and BC Women’s, Spiritual Care, Volunteer Services, patient family and staff support and the Sterile Processing Department and successfully directed the hospital administration of the provincial infant transport service.

Director, Patient Support Services & Strategic Initiatives

•	Implemented, managed, and enhanced the Preferred Accommodation programs to achieve or exceed financial targets including implementing an audit program and financial and customer service measures.  Maintained a close liaison with Hospitality Networks, Bed Utilization and the nurse clinicians who assign beds.  Managed the contract with the vendor. Coordinated quality improvement activities.  
•	Defined an effective workforce plan, identified and supported training needs and staff development, and evaluated individual and team performance in collaboration with internal stakeholders.  Supervised staff including hiring and termination, established clear definitions of responsibility for each employee, provided coaching and guidance, and reviewed workload assignments.  Investigated work and staff issues and where necessary initiated disciplinary action up to and including termination in consultation with Human Resources.
•	Developed and monitored an annual operating budget and ensured adherence by performing duties such as monitoring expenditures, variance reporting and recommending remedial action and taking corrective action to ensure performance to plan.
•	Managed the Provincial Infant Transport Service through effective liaison with the BC Ambulance Service and the clinical teams at BC Children's and BC Women's.
•	Established project plans and outlined timelines and deliverables.  Executed project plans, ensured successful and coordinated completion of project components, consulted with stakeholders, and ensured readiness for implementation.  Tracked and reported project progress and major barriers encountered.  Made recommendations regarding projects scope and related changes required to facilitate a successful outcome.  Implemented effective processes to assess project risks, identify risk mitigation strategies and monitor risk throughout the project lifecycle.

Manager, Patient Support Services

•	Managed patient referrals as well as pre-admitting, pre-registration, patient scheduling, bed booking and admission, discharge and transfer processes for the Patient Access department of the facility. 
•	Maintained close working relationships with vendors, Hospitality Network, Bed Utilization and nurses who assigned beds to patients. 
•	Supervised clerical staff in Preferred Accommodation.  Ensured adherence to budget, coordination of services and priorities, management of policies and procedures and initiation of quality improvement activities. 

Accomplishment:
•	Exceeded financial targets while managing the Sunshine and BrightStart Bundle programs by implementing auditing programs and improving financial and customer service measures.

Manager, Preferred Accommodation & Admitting

Asian Society for the Intervention of AIDS (ASIA)

ASIA provided culturally appropriate and language-specific support, outreach, advocacy, education, and research on HIV/AIDS and related issues.

•	Provided guidance and mentorship to staff in all aspects of planning and implementation of language specific outreach, education and advocacy programs for HIV/AIDS related issues. 
•	Simultaneously managed administrative responsibilities of programs and advised the Board of Directors regarding adherence to financial and funding constraints.
•	Initiated fund development and writing of various proposals and grants.

Interim Executive Director

Downtown Eastside Youth Activities Society (DEYAS)

DEYAS was a non-profit agency committed to improving the quality of life of Vancouver’s drug-addicted and street-entrenched populations through direct frontline services and advocacy.

•	Developed, implemented, and supervised the daily operation of an HIV/AIDS case management program focused on addictions, and street-entrenched populations. 
•	Set and monitored high standards of practice while supervising the service provided by Case Manager and Youth Residential Detox staff and ensuring accurate completion and retention of client records. 
•	Set performance reviews for staff, organized new hires as well as implemented disciplinary measures and dismissals.
•	Continually improved and refined organizational operations, further honing policies and procedures and adapting clinical programs in order to best serve client population. 
•	Functioned as organizational representative on the Collective Agreement bargaining committee as well as in the grievance process.

Clinical Supervisor

Alberta Community Council on HIV (ACCH)

The Alberta Community Council on HIV is a non-profit, provincial network of regionally based AIDS Service Organizations (ASOs), Harm Reduction, Supportive Housing, Social Justice and other allied organizations that provide services to prevent the spread of HIV/AIDS and other Sexually Transmitted and Blood Borne Infections (STBBIs), and support people and communities affected.

Community-Based Research Coordinator

I partner with leaders and teams to grow and navigate transitions.

I’m a seasoned healthcare executive turned leadership and team coach, and healthcare consultant. With a strong background in executive management, leadership development, and career coaching, I bring over three decades of diverse experience across the public, private, and not-for-profit sectors. My dedication to integrity-based leadership is reflected in my history of guiding teams towards operational and clinical excellence, while always leveraging my counselling skills to drive positive change. I specialize in helping individuals and organizations navigate the dynamic healthcare landscape, offering strategic coaching tailored to personal and professional growth.

Laurence Bayzand

Scheidt & Bachmann USA, Inc.

With over 3,000 dedicated employees spanning nearly 50 nations worldwide, S&B stands as a global market leader in smart parking operations management. We deliver groundbreaking solutions, from ticketless entry and exit systems to intelligent guidance systems that optimize parking space utilization, and seamless, digital payment processing that transforms the user experience.

The next decade promises unparalleled innovation, and I am honored to lead S&B USA on a transformative journey. We are committed to building an infrastructure that meets the demands of tomorrow’s parking operations, positioning our customers to not just succeed but to dominate the future of smart parking.

Chief Executive Officer of the Parking Solutions Division 

Choice Operations, LLC

Transforming struggling organizations into monuments of operational consistency and efficiency through data exploration, process development, standardization, and operational alignment.

Founder & Consultant

Nutritional Coaching Institute

As the COO of a leading nutritional coaching company, I serve as the second-in-command, providing strategic leadership for day-to-day operations. Collaborating closely with the CEO, I actualize his vision by establishing a robust infrastructure, implementing efficient systems for growth, sustainability, and operational excellence in nutrition and fitness.

My notable achievements within this job role are:

•	Functioning as the chief consultant for nutrition and fitness entrepreneurs, providing expertise in overcoming operational challenges during the scaling process of their businesses.
•	Performed comprehensive P&L reviews with clients, ensuring strategic decisions aligned with precise data-driven insights derived from financial performance analysis.
•	Developed systems, procedures, and tools tailored for high-profile clients to elevate their business management capabilities.

•	Trimmed OPEX by discontinuing non-essential and underutilized subscriptions and services. Simultaneously, negotiated long-term commitment discounts with key service providers.
•	Enhanced the company's BBB rating from D to A+ through the implementation of effective customer complaint resolutions and the establishment of systems to prevent future issues.
•	Leveraged historical data and growth patterns to establish the organization's initial Key Performance Indicators (KPIs) for measuring business performance.
•	Overhauled the organization's data collection, analysis, and reporting processes, enhancing efficiency and effectiveness.
•	Led the initiation of multiple automation initiative, effectively eliminating manual tasks, significantly boosting productivity.

Chief Operating Officer

Precision Painting Plus

In my role as the COO, I offered organizational leadership on a national level ensuring that the day-to-day operations of the company ran smoothly and efficiently. This included overseeing various departments such as human resources, IT, account management, project management, and customer support. I improved management competence, optimized administrative processes, simplified reporting structures, and bolstered the company's internal control systems while fostering a collaborative workplace environment by recommending the ways of better management.

My notable achievements within this job role are:

•	Strengthened vendor onboarding procedures resulting in 100% attainment on documentation requirements.
•	Created scorecards and dashboards providing management teams with faster decision making capabilities.
•	Revamped the onboarding process improving the employee journey and retention rate from 7.9 to 2.3.
•	Refined and established processes and workflows that improved operational efficiency within 90 days.
•	Initiated a culture transformation by breaking down silos and fostering a culture of collaboration.
•	With legal counsel support, drafted and released the company’s multistate employee handbook.
•	Designed and documented 40+ end-to-end business processes paired with an electronic library.
•	Created an IT support reporting system that improved response and resolution times by 75%.
•	Researched and analyzed new business opportunities to support multistate expansion plans.
•	Led the efforts in securing 25 new office locations achieving 100% GMB verification status.
•	Improved expense reconciliation by 60% with the implementation of automated activities.
•	Instituted an employee compliance training program to reduce risk of workplace liability.
•	Formed a customer case escalation process reducing open and aging cases by 20%.
•	Negotiated long term lease agreements that resulted in a cost savings of 15%.
•	Authored a 195 page end-to-end Project Management manual.

In my role as EVP of Operations at Scheidt & Bachmann, I oversaw the company's nationwide operations in the areas of project management, customer service, technical support, contract administration, inventory, finance, and training.

At all times, I was a part of the team that planned out when and how to gather, examine, process, and present financial information.

I also assumed responsibility for establishing the policies and processes that underpin the company's strategic direction and facilitate the achievement of its immediate and distant objectives. 

I led cross-functional teams and was responsible for all budgeting, capital planning, staffing needs, and hiring decisions.

As a subject matter expert (SME), I gathered, cleaned, analyzed, and modeled data for all key business operations, as well as created data reports on customers and the market to manage risks and secure opportunities.

My notable achievements within this job role are:

•	Reduced employee turnover from 18% to 4% with the introduction of training programs and roadmaps.
•	Implemented new inventory control measures that increased availability of in demand components.
•	Restructured Operations departments to meet requirements with regards to timeliness and quality.
•	Traveled to project sites to assist with scope development and monitor quality of project progress.
•	Implemented procedure for compiling, reviewing, processing and reporting project financial data.
•	Launched a quarterly employee reward and recognition program celebrating staff achievements.
•	Led and coordinated the efforts on various companywide continuous improvement initiatives.
•	Built an internal training department and designed the annual employee training program.
•	Conducted studies on inventory demands eliminating over $1MM in nonessential goods.
•	Created new roles that resulted in more efficient management of staff and client needs.
•	Formed an aging due payments collection process reducing AR and bad debt by 75%.

Executive Vice President of Operations

While serving as Vice President of Services, I transformed a struggling project management organization by using Six Sigma and PMBOK principles to stabilize and organize the project team and project portfolio.

Within this job role, I leveraged predictive analytic methods to mitigate losses and increase revenue from current service agreement contracts.

In addition, I led the service department's restructuring efforts and the deployment of the national service contact centers, which resulted in faster response times, more even workloads, and renewed trust from customers.


I was also responsible for spearheading negotiations to extend and revise the terms of the organizations portfolio of service agreements.

My notable achievements within this job role are:

•	Created standardized project management templates for scheduling, scope development, change orders, etc.
•	Designed and distributed companywide PM performance report utilizing PMBOK Earned Value Management.
•	Boosted total contract profit margins from 21% to 64% by standardizing and  refining the renewal process. 
•	Transformed struggling project management organization applying Six Sigma and PMBOK principals.
•	Achieved PM cost management success rate of 90% with data analysis and accountability meetings.
•	Spearheaded an on-line customer portal launch resulting in a 56% increase in service revenue.
•	Implemented formal project management processes based on industry best practices.
•	Composed data reports on customers by market to identify threats and opportunities.
•	Renegotiated poor performing contracts and increased contract revenue by 15%. 
•	Renegotiated unfavorable vendor agreements reducing vendor costs by 40%.
•	Authored an internal 250 page end-to-end Project Management manual.

Vice President of Services

Ericsson

In my role as Project and Program Manager, I oversaw the creation of proposals in collaboration with the architect solution team to ensure that they followed all RFP guidelines.
It was me who would monitor project progress and team performance while continuously analyzing and completing performance reviews.
I was also the primary point of contact (PPOC) for administering budgets, communicating schedules, and consulting on the scope of ongoing projects, as well as preparing financial status reports on all programs and projects.

My notable achievements within this job role are:

•	Created a resource planning tool to aid in the assignment of matrix organization members to work on projects.
•	Drove the production of proposals with architect solution staff to ensure proposals are compliant with RFPs. 
•	Decreased invoice turnaround times using Six Sigma principles to eliminate bottlenecks in processing.
•	Managed a portfolio of large scale multi-million dollar projects through all phases throughout the US.
•	Served on the PMO competency improvement committee and mentored project management staff.
•	Oversaw construction services of new site builds, deconstruction efforts, and vendor site repairs.
•	Prepared and developed financial status reports on all programs and projects.
•	Monitored project team performance and conducted performance reviews. 
•	Coached and mentored newly hired project managers.

Project & Program Manager

Clearwire

In my role as Clearwire's Operations Manager, I steered significant efforts in recruiting, hiring, and training a team of technicians to ensure the successful pre-commissioning and operation of deployment to support the company's first 4G wireless networks in the Boston and Providence markets, ensuring the networks meet on-air launch schedule and supporting Clearwire achieves its milestones.
I was also responsible for keeping track of and reporting on operational and capital costs while managing a fleet of 25 units.

My additional tasks included, managing the construction services for brand new site constructions, monitoring deconstruction operations, and overseeing vendor site repairs.
I also assumed responsibility for the management of inventory of all market materials and equipment, including the monitoring of stock and container levels, as well as recording all stock movements and deliveries in the database and creating periodical reports.
Moreover, I steered efforts towards the implementation of recovery strategies for the infrastructure, switches, and microwaves in the aftermath of various disasters.

Operations Manager

Sprint

As Operations Manager for Sprint, I was In charge of being the go-to person for all matters pertaining to supplies, transport, and suppliers.
I had been monitoring the network operations and preparing reports for keeping senior leadership informed on the status of operational workflow on a regular basis.
In addition to the above job responsibilities, I was involved in reviewing system blueprints and updating them as needed or desired.

Among the selected contribution you will note:

-	Received recognition for maintaining a cost-effective wireless telecommunications infrastructure.
-	Planned and executed wireless projects and network enhancement activities in coordination with technical teams.
-	Facilitated clearing alarms and resolving a wide variety of network faults by leading tiger teams engaged in troubleshooting activities at tower top antennas and backhaul.

Yankee Steeple

Performed general repairs and maintenance on wireless communications towers.
Reviewed the scope of work and construction drawings with Crew Leader.
Reported any deviations from the scope of work/construction drawings to the Crew Leader.
Assisted in verifying that all materials for the project are taken to the job site.
Inspected all PFAS (personal fall arrest systems) prior to climbing.
Attended daily meetings to address daily tasks and safety issues.
Worked assigned maintenance tickets requiring antenna line sweeps & repairs.
Teamed up with other crews within the company to assist in meeting carrier on-air deadlines.
Coax routing, antenna mounting on buildings and towers, along with cellular BTS placements.

Wireless Field Technician

Tri-Wire Engineering

Responsible for installing Cable Television, High Speed Data services, Digital Telephone services and associated peripherals used in a LAN network in subscriber homes or businesses.
Completed scheduled installations, disconnects, and other activities associated with the operation and maintenance of cable, broadband, and telephony systems.
Repaired lines after storm damage and other area line problems, traveled to other areas in emergency situations.
Measured signal strength at amplifiers and at customer's terminal boxes, using field strength meter, and observed set to evaluate reception and determine cause of faulty reception. 
Answered customers' inquiries and complaints and explained cost and operation of cable service, providing hands on technical support and customer service.
Promoted to lead technician for my excellent work ethics and customer satisfaction, responsible for on the job training of new hires.

CATV Technician

Chief Operating Officer • An Ops Obsessed Data Maniac • Process Enthusiast • Numbers Interrogator • Culture Mechanic • Employee Hypeman • Financial Choreographer

Passion is defined as having a strong desire or devotion to some activity or concept. My passion lies in the field of Operations. To achieve mastery in any endeavor, having passion becomes essential, as it ignites an unwavering desire to continuously grow and improve.

I was immediately drawn to a career in operations by the variety in scope and the opportunity to pivot on a daily basis. I've been ops obsessed ever since I embarked on my initial position on the front lines. Starting as an individual contributor, I progressed through various management roles and eventually assumed positions as VP of Operations and COO, and now CEO. Along this journey, I have gained firsthand experience at every rung of the operations ladder, witnessing the essential elements necessary to inspire teams, effectively communicate expectations, and spearhead strategic initiatives.

I consider my three superpowers to be Data, Process and People! 

I'm a data maniac who loves to interrogate numbers of all shapes and sizes until I am told what I need to know. I take pleasure in extracting and evaluating sophisticated data and translating results into understandable terms and actions. Simply put, I tell stories and create action plans with numbers. 

I’m an operations guru, excellent at clearing operational headaches, creating structure and driving organizational alignment. I get a kick out of finding ways to make processes and procedures better, and I have found that the best way to identify areas in need of improvement is to document business processes from end-to-end. I take great joy in creating process manuals and workflows to capture all the activities that are necessary to streamline operations.

I prefer a hands-on approach to leadership. A team buy-in culture is extremely important to me and you do not arrive at that destination by standing on the sidelines. I believe in people empowerment and am always on the hunt to create opportunities that allow for a team stake in the decision making process.

Mentorships and development workshops are opportunities that I take great joy in organizing. It is my experience that the path to building high performance teams is through patience, one-on-one coaching and continuous improvement which can only be achieved when leadership fosters a culture of collaboration and transparency.

Connect with me today or send me an email at jjgaleas@gmail.com I'm always interested in making new professional acquaintances!

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The Battle

Laurence Bayzand

Joe Galeas, MBA, PMP

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