Problem: The Pediatric Emergency Department (P-ED) at a tertiary care center is facing high patient volumes, resulting in prolonged door-to-disposition times and an increase in the number of patients leaving without being seen (LWBS). Before implementation, the P-ED reported maximum door-to-disposition times of up to 448 minutes and a LWBS rate of 13.3%. These figures negatively affected the patient population by increasing the risk of harm to unexamined ill patients and decreasing overall satisfaction due to long wait times. Healthcare workers within the organization and the hospital system were also affected, as these statistics contributed to higher staff burnout and reduced financial reimbursement from insurance companies. Purpose: This Quality Improvement initiative aimed to reduce door-to-disposition times to under 215 minutes and limit LWBS patients to two or fewer each day. This goal was achieved by establishing a Front-End Team Lead (TL). The TL streamlined triage processes, supported nurse- led order entry, initiated protocols, and improved waiting room flow, all of which contributed to a quicker initiation of patient care. Methods: Metrics were monitored over a 15-week period in Fall 2024. The Front-End TL was filled by a registered nurse (RN) with support from shift coordinators, triage nurses, providers, and pharmacists. A list of standard expectations was created as training for RNs eligible for the role. Standard expectations included initiating and completing nurse-led order entry, such as power plans, waiting room flow, patient transport, expedited triage, and general assistance to patients and staff in the waiting area. Triage nurses were trained on role expectations, as the TL was present alongside them. Results: The project failed to achieve its intended goals. Median door-to-disposition times were 309 minutes, and there were nine LWBS patients. The assignment of the Front-End TL averaged 35%. Conclusions: During certain weeks when the assignment of the Front-End Team Lead increased, there was a decline in both outcome goals. These weeks indicate that with consistent role assignment and suitable adjustments to the waiting room flow, the position can be effective.