CSCARLOS SILVA

HEALTHCARE OPERATIONS & PEOPLE LEADERSHIP

Carlos
Silva.

Director of Operations

Lead four managers and more than 50 employees across three New York dental offices. Report directly to the owner with broad operational decision authority. Built a remote support team that increased productivity and sales conversion while reducing staffing costs.

Targeting VP of Operations opportunities in Panama.

Explore my experience Connect on LinkedIn
Carlos Silva wearing a navy jacket and glasses
Operations. People. Continuous improvement.
3 officesCurrent New York dental group
4 managersDirect leadership responsibility
50+ employeesCurrent team across the offices

01 / EXPERIENCE

Operational leadership.
Business results.

Operational ownership across healthcare and complex service environments.

September 2018 to Present

Director of Operations

New York Dental Support Organization
Bronx, New York

Lead four managers and more than 50 employees across three dental offices. Report directly to the owner with broad operational decision authority and a monthly business review to discuss performance and escalate matters requiring the owner's review.

  • Built a remote team supporting operations across all offices, increasing productivity and sales conversion while reducing staffing costs.
  • Streamlined processes and procedures across departments, reducing staffing requirements through more efficient ways of working.
  • Launched General Dentistry services in 2022, expanding the services offered by the group. Currently leading expansion into a new state.
  • Developed managers through coaching tailored to individual strengths, clear KPI expectations and delegated responsibility, enabling daily operations to run smoothly with minimal direct intervention. This created capacity to focus on automation, better operational tools, and process and procedure improvements.
  • Lead weekly business reviews, daily sales updates and monthly management meetings, using performance trends to adjust strategy toward areas with stronger potential.
  • Hold monthly business reviews with the owner to review business performance and escalate matters requiring his review. Maintain the performance review even when no issues require escalation.
  • Manage the vendor relationships supporting dental operations, including supplies, dental technicians, IT and SEO services.
  • Created and implemented tools for time tracking, workforce administration, billing workflows and CRM to streamline operations, reduce manual work and lower operating costs. Continue developing a conversational AI prototype as part of the company's broader AI adoption direction.

August 2016 to September 2018

Operations Manager

Pharmaceutical Compounding Company
Bronx, New York

  • Built a remote sales and customer service team by coordinating hiring, orientation and ongoing training, establishing a team to support customer service and monthly sales objectives.
  • Developed productivity dashboards to present pharmacy operating performance, creating a reporting tool for management oversight.
  • Created and maintained Lean pharmacy workflow standards and worked with the Pharmacy Director on policies and protocols, producing documented operating procedures and implementing quality improvement projects.
  • Managed employee performance through annual reviews, development and corrective action processes; supported payroll approvals, incident reporting and appropriate handling of protected health information.

February 2011 to June 2016

Operations Manager
Earlier role: Coach

Sitel
Panama City, Panama · Managua, Nicaragua

Operations Manager | Nicaragua | 2015: Supported a Canadian telecommunications client delivering customer service and first level technical support.

Operations Manager | Panama | 2013: Advanced through an Operations Manager Apprentice assignment into Operations Manager. Led cross functional operations involving more than 500 employees, with oversight of 14 KPIs, process improvement and project management for a Fortune 500 client.

Coach | Panama | 2011: Promoted from Sales Agent after three months to coach 18 customer service and technical support agents. Met or exceeded handle time and service quality goals for 12 consecutive months during the coaching role.

02 / DEVELOPING LEADERS

How I develop staff
and leaders.

I develop staff to think like business owners: understand the goals, take responsibility for their department and tasks, and own their contribution to performance. I tailor development to each person’s strengths and give them the skills and authority to succeed. The plan I created connects the learning environment, constructive feedback, action planning and ongoing coaching.

What I develop

Structured staff development plans built around observed behaviors, skill and knowledge gaps, and the expectations of the role. I also created a leadership training program to give managers a consistent process for guiding employee growth.

How I create a learning environment

I build rapport, explain why the skill matters and connect the learning to real work. The approach combines discussion, demonstration and practice, giving staff an opportunity to try the task and explain their understanding. The purpose is to make coaching supportive enough for people to ask questions while keeping performance expectations clear.

How I provide feedback

I start with specific observations, recognize what went well and focus on the behavior that needs to change. I ask employees to explain their approach and identify a better way forward. I distinguish a knowledge gap from a skill that needs practice, so the development action addresses the actual need.

How I turn coaching into an action plan

I use SMART action plans to define the starting point, the desired performance, the actions required, who is responsible and the completion date. Staff participate in developing the actions and identifying the support they need, giving them ownership of the plan.

How I follow through

I use Skill Knowledge Enhancement Plans to connect performance trends with individual coaching discussions. Follow up reviews compare progress with the agreed actions, recognize improvement and adjust the plan when the employee needs a different approach or additional support.

Why I use this approach

The purpose is to build a leadership mindset throughout the team. Matching development to individual strengths and empowering staff to take responsibility encourages engagement with KPIs and ownership of success. Managers learn to develop others while remaining accountable for their departments.

What I created for the organization

Created a documented development program and a repeatable coaching process, supported by four training modules. Managers take ownership of departmental responsibilities and develop their teams, enabling daily operations to run smoothly with minimal direct intervention from me. This gives me capacity to focus on the future of the operation through automation, better tools, and reviewing and improving processes and procedures.

03 / AI & AUTOMATION

Building the next chapter
of healthcare operations.

Operational tools already in use, with conversational AI in the prototype stage.

Use AI assisted development to create operational tools designed to streamline workflows, reduce manual work and lower operating costs. Workforce administration, time tracking, billing and CRM systems are in use; conversational AI remains a prototype. This work supports the company's direction toward broader AI adoption in healthcare.

In use

Practice operations and administration

Created practice and administration applications connecting appointment workflows, follow up queues, staff handoffs, reporting and quality review. These tools are in use to support coordination of practice operations.

In use

Time tracking and workforce visibility

Created a Windows time tracking application and management dashboard for remote teams. Connected task timers, browser activity integration, offline synchronization and activity records with time review, corrections, productivity classifications and payroll exports. The system is in use, bringing recorded work, review workflows and payroll reporting together.

In use

Workforce administration

Created software connecting scheduling approvals, payroll records, time off requests, attendance and operational reporting. The application is in use to bring workforce administration into a common system.

In use

Billing workflow automation

Developed automation for insurance portal interactions and claim status workflows. These tools are in use to support repetitive billing administration.

In use

CRM and digital service workflows

Created tools for lead management, follow up, staff activity and time reporting, alongside booking, rescheduling and client communication workflows. These systems are in use to organize work and make operational information accessible.

Prototype

Conversational AI

Developing an AI voice agent with telephone integrations and appointment communication workflows. This remains a prototype, with operational rollout still ahead.

04 / PROFESSIONAL DEVELOPMENT

Continuous learning.
Applied to leadership.

Sitel University

Selected professional training completed from 2011 through 2014, focused on leadership development, operational performance, process improvement and business continuity.

Coaching and developing leaders
  • Coach Certification (internal Sitel training)
  • Building a Coaching Environment
  • Creating a Learning Environment
  • Associate Skills & Knowledge Enhancement Plan
  • Coach Skills & Knowledge Enhancement Plan
  • The Manager as Coach and Counselor
Team leadership and employee development
  • Building and Leading Teams
  • Management Essentials: Developing Your Direct Reports
  • Leadership Essentials: Motivating Employees
  • Management Essentials: Managing a Diverse Team
  • Preventing High Turnover Rates: How to Keep the Best
Performance management and process improvement
  • Sitel’s Performance Management Process Training for Managers
  • Action Planning
  • Setting Effective and Achievable Goals
  • Root Cause Analysis
  • Time & Motion Study
  • Managing Team Metrics
  • Business Reviews (GMR, WBR & CBR)
Workforce operations and management communication
  • Managing AHT and Service Levels
  • Managing Schedule Adherence
  • HR Corrective Counseling Training
  • Communicating for Results
  • Managing Conflict
Change and business continuity
  • Managing Change
  • Business Continuity Training For Leaders
  • Deploying A Business Continuity Plan And Incident Management
View original Sitel transcript (PDF) ↗
Tony Robbins Unleash the Power Within certificate of attendance for Carlos Silva

PERSONAL & PROFESSIONAL DEVELOPMENT

Unleash the Power Within

Tony Robbins · Miami
November 7 to 10, 2019

Certificate of attendance issued to Carlos Silva.

View certificate (PDF) ↗

LET’S CONNECT

Healthcare operations.
With people at the center.

Exploring VP of Operations opportunities in Panama City.

Connect via email ↗Connect via WhatsApp ↗Connect on LinkedIn ↗

carlososilvag@gmail.com · +507 6277 7063