In the latest edition of Insights Care’s Most Influential COO's in The Healthcare Industry to Follow, we introduce you to the COO’s influencing the Healthcare Industry by working closely with other members of the senior leadership team to ensure that the company is achieving its goals and staying competitive in a rapidly changing business environment.

1. March
Issue 05
2023
Michele Korfin
COO
Gamida Cell
Michele
Korfin
Strategic Vision
Roles and
Responsibilities
of COO
Futuristic
Approach
Effective Policies
Promoting
Company's
Culture
Most Influential COOs in the Healthcare Industry to Follow
Patients are the Priority

2. The best and
most ef cient pharmacy
is within your own
system.

4. Editor’s
Note

5. OOs are second-in-command executives who work
Cclosely with CEOs to ensure the smooth running of
day-to-day operations in organizations. This note
argues that in today's complex and rapidly changing
business environment, the role of COOs has become more
critical than ever before.
The various responsibilities of COOs, include overseeing
operations, managing budgets, implementing strategic plans
and ensuring that the company is complying with
regulations. COOs are also responsible for identifying and
implementing operational improvements, managing risk
and building relationships with stakeholders. They play a
critical role in bridging the gap between strategy and
execution, and in aligning organizational objectives with
operational realities.
With the advent of evolution, the role of COO has also
evolved. Historically, COOs were primarily responsible for
overseeing the day-to-day operations of the company.
However, in recent years, the role of the COO has become
more strategic, with COOs taking on greater responsibility
for driving innovation, developing new products and
services and building new partnerships and alliances.
In a fast-paced and unpredictable business environment, the
role of the COO has become more important than ever.
COOs are uniquely positioned to help organizations
navigate uncertainty and change and to ensure that
companies are well-prepared to meet the challenges of the
future.
Overall, "The indispensable role of COOs in a modern
business" highlights the crucial role that COOs play in
today's business environment. It provides insights into the
responsibilities of COOs, how their role has evolved, and
why their contribution is essential to the success of
organizations in the 21st century.
In the latest edition of Insights Care's Most Influential
COOs in The Healthcare Industry to Follow, we
introduce you to the COOs influencing the Healthcare
Industry by working closely with other members of the
senior leadership team to ensure that the company is
achieving its goals and staying competitive in a rapidly
changing business environment.
Hope you have an interesting read!
- Pooja Shah
The Indispensable
Role of COOs in a
Modern Business

6. Michele Korfin
Patients are the Priority
08
Ctts
Cover
Story
Ctts

7. Roles and Responsibilities
of COO
Strategic Vision
32
E ective Policies Promoting
the Company's Culture
Futuristic Approach
20
Aicl
Brian Sweeney
An Experienced Transformational
Healthcare Leader
16
Lisa Golden
Enhancing the Patient-Physician
Interaction with Quality Care
24
Paari
Gopalakrishnan
Implementing Empathetic Approach
28 36
Tracy Doughty
Working to Provide Enhanced Healthcare

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March, 2023
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9. Description
Company Name
Featuring Person
Brian Sweeney
Jefferson Health
New Jersey
jefferson.edu
Brian Sweeney is an experienced transformational
healthcare executive who has successfully led and
managed a diverse portfolio of clinical programs,
operational departments, and support services for
complex academic health systems.
Michele Korfin
COO
Gamida Cell Ltd.
gamida-cell.com
Michele Korfin is an Oncology Biotech Leader with
expertise in Oncology Drug Development, New
Product Launches, Market Access, Government Affairs,
Marketing, Sales, and Project Leadership.
Lisa Golden
COO
Alo Solutions
alosolutions.com
Lisa Golden is a highly accomplished healthcare
executive and entrepreneur with extensive and
successful experience leading, building, and
transforming organizations through strategy and
inclusion, and with creativity and innovation.
Paari
Gopalakrishnan
COO
Kent Hospital
kentri.org
Paari Gopalakrishnan guides Kent as it continues its
journey towards excellence, while providing high quality
patient care to the community who looks to this
hospital for their services.
Tracy Doughty
COO
Huntsville Hospital
huntsvillehospital.org
Mr. Tracy Doughty serves as the Senior Vice President
of Operations at Huntsville Hospital. His primary
responsibilities are to oversee operations at the
Huntsville Hospital Downtown Campus.
COOs
COOs
COOs
Most Influential
Industry to Follow
in the Healthcare

10. Cover Story
Michele Korfin
COO
Gamida Cell

11. Michele
Korfin
Patients are the Priority
For me as a pharmacy
school graduate, I realized that
I needed to make a di erence
for other patients.

12. s per research, cancer survival rates have improved
Asteadily since the 1970s, but much more progress
is needed.
Cancer is among the leading non-communicable disease,
spiking up mortality rates. In 2018, there were 18.1 million
new cases and 9.5 million cancer-related deaths worldwide.
By 2040, the number of new cancer cases per year is
expected to rise to 29.5 million and the number of cancer-
related deaths to 16.4 million.
The picture painted by these figures necessitates
professionals from industry, healthcare and government to
charge forward with the most effective solutions and
efficient use of medical innovation to lighten this scenario,
helping people with malignancies live longer. For this,
Academicians and Researchers, partnering along with
doctors, are delivering the world with results that can help
patients live longer and better lives.
To give a further push to the movement and widen its reach,
healthcare organizational management should be led by a
strong persona who will converge these recent research
updates with the infrastructural capacities of the institute to
deliver unique outputs and maximize patient care.
One such leader is Michele Korfin–-COO, who believes
that strong culture, life-changing medicines and
transformational scientific innovation must be carefully
cultivated, if they are to yield the right outcomes. She says,
“Each one of these strengths is created, influenced and
sustained by people. So, it stands to reason, then, that
sustaining and supporting the people is mission-critical.”
Her belief is translated into action by the organization –
Gamida Cell, which with its NAM-enabled cell therapies,
is pioneering a diverse immunotherapy pipeline of
potentially curative cell therapy candidates for patients with
solid tumor and blood cancers and other serious blood
diseases. They apply a proprietary expansion platform
leveraging the properties of NAM to allogeneic cell sources
including umbilical cord blood-derived cells and NK cells
to create therapy candidates for patients that goes beyond
the current approaches to treatment.
Let us read more about Michele Korfin's inspiring story to
bring a change!
The Journey so far
Michele joined Gamida Cell's leadership team as Chief
Operating and Chief Commercial Officer in August 2020.
Before Gamida Cell, she served as a Chief Operating
Officer at TYME Technologies.
From 2016–2018, she was the Vice President of Market
Access at Kite Pharma, where she oversaw market access
strategy, including payer relations, reimbursement, and
government affairs for YESCARTA®, the first approved
CAR-T therapy in lymphoma.
She also worked closely with Kite's manufacturing and
supply chain teams to prepare for FDA approval and
commercialization. Before joining Kite, she had spent more
than a decade at Celgene in a variety of key strategic and
operational roles, including in commercial leadership and
oversight of the global lymphoma development programs
for REVLIMID®, an approved therapy for multiple
myeloma and MDS del5q.
Michele also led the Celgene oncology sales force of over
120 representatives who were responsible for growing
revenues to nearly $700 million for ABRAXANE®, which
was the very first nanotechnology-based oncology therapy
and is now a standard of care in pancreatic cancer. She also
held positions at Merck & Co. as a manufacturing scientist,
Bain & Company as a consultant, and Schering-Plough in
sales and marketing.
Michele has received her MBA from Harvard Business
School and a B.S. in pharmacy from Rutgers University.
She is on the Board of Trustees of BioNJ, an organization
that represents the biotechnology industry in New Jersey.
Entering a New World of Treatment with Gamida
Gamida Cell is the world leader in pioneering NAM-
enabled cell therapies designed as a curative approach for
patients with cancers and other serious diseases. The
company's principal offices, founded in 1998, are located in
Jerusalem, Israel, and Boston, MA.
Laying out details of the company she says, “At Gamida
Cell, we are maximizing the power of our proprietary NAM-
enabled technology to create therapies with the potential to
redefine standards of care in areas of serious medical need
and significantly improve patient outcomes.”
Most Influen al COOs in the Healthcare Industry to Follow

13. The company's NAM-enabling technology enhances the
number and functionality of stem cells and immune cells,
enabling them to create potentially transformative cell
therapies that go beyond what is possible with existing
approaches.
Leveraging the unique properties of NAM (nicotinamide),
they are expanding and are metabolically modulating
multiple innate immune cell types—including stem cells
and natural killer cells—to maintain the cell's active
phenotype and enhance potency. The proof of concept has
been validated in clinical trials, demonstrating encouraging
results that may improve patient outcomes.
At Gamida Cell, we are
maximizing the power of
our proprietary NAM-enabled
technology to create therapies
with the potential to redefine
standards of care in areas of
serious medical need and
significantly improve patient
outcomes.

14. Infusing Leadership to Gain More
Gamida Cell is a company of people committed to
delivering on aspirational objectives that meaningfully
improve the lives of cancer patients in need of novel
therapies. Michele, while informing us about how she and
her team have led the company, says, “We are continuing to
build a company where every employee's best work is
supported and celebrated for the impact it has on patient's
lives.”
Michele states that designing the organization to work
optimally and fluidly, bringing in the best people who
embrace their mission, helping people grow in their jobs
and skills, and supporting this unique culture are key to the
mission of ultimately helping patients in need of new
therapies. She asserts, “As Gamida Cell grows, the scope
and sophistication of these strategies grow as well.”
Curing the Challenges
In order for the U.S. healthcare system to compete on a
global stage in the 21st century, it will take an ecosystem of
healthcare partners working in concert. Michele says that
the federal government, academia, patient advocacy groups,
providers, payers, and private sector research-driven
companies are all essential parts of the nation's medical
innovation ecosystem.
She opines that all need to be healthy and successful for the
ecosystem to thrive. Successful collaboration among all
these sectors of the ecosystem will deliver new cures for
patients, reduce the burden on healthcare and grow the
economy.
The potential impact of biomedical research is striking.
Over the next 20 years, the number of new cancer cases is
projected to increase by more than 50 percent, according to
the World Health Organization. Without new medical
innovations that change the course of these diseases, the
burden of these conditions will overwhelm health systems
and threaten economic growth. Considering this, she states,
“After all, the best way to reduce healthcare expenses
associated with a disease is to cure it.”
Michele suggests that curing diseases like cancers will
require substantial investments of time and money.
Developing the average new drug takes over a decade and
costs more than a billion dollars with a high risk of failure.
As per the ongoing scenario in this healthcare niche,
Michele observes, “Hundreds of companies are working on
new cancer treatments. Only a fraction of those is likely to
produce breakthroughs for patients. The odds are long, but
the returns in longer, healthier lives and stronger economic
growth are substantial.”
At Gamida Cell, they understand that converting research
initiatives into new therapies—and keeping the research
pipeline flowing with promising new cures—requires more
than just science.
She, as a COO, believes that to respond to these challenges,
the current requirement is a patient-centric culture where all
employees are working effectively and efficiently across all
functions on collaborative and integrated solutions.
Adding on, she says, “It requires maximizing the value
proposition of our discoveries so that a payer understands
the value proposition of our cell therapies; that a patient
can live longer with a higher quality of life; so that a
hospital manager can send more patients home healthy and
at lower risk for future readmission; so that society and the
economy can realize increased productivity due to reduced
sick days and a healthier population.”
Be Bold! Be Curious!
Be Courageous! Be Aspirational!
Be a believer that the
impossible can become
possible! Continue to find
and pursue opportunities that
embody courageous thinking
and bold action with the
ultimate goal of creating
true and lasting value for
patients, the healthcare system,
and our society.

15. Growing with Turn of Events
Reminiscing on her life and the incidents that have shaped
her today, she marks that in 1998, her father succumbed to
cancer when he was only in his 50s. He had been treated
with a therapy that had been used for decades. The therapy
was not that effective and, unfortunately not very tolerable.
Michele says, “For me as a recent pharmacy school
graduate, I realized that I needed to make a difference for
other patients.”
Following her father's death, she dedicated herself to her
career, helping advance therapies for cancer patients and
other serious diseases. With enthusiasm, she says, “I took
that passion into companies where I worked either in drug
development or patient access to ensure that I did
everything I could to allow patients in need to access
appropriate therapies.”
Healing by Guiding
As a passionate young woman in the industry to bring a
change, she communicates with budding entrepreneurs
wishing to enter this field by penning down her thoughts for
them.
She says, “Be Bold! Be Curious! Be Courageous! Be
Aspirational! Be a believer that the impossible can become
possible! Continue to find and pursue opportunities that
embody courageous thinking and bold action with the
ultimate goal of creating true and lasting value for patients,
the healthcare system, and our society.”
As a concluding thought, she adds, “Also, take the time to
mentor the next generation of leaders. A strong culture
cannot be sustained without the next generation to lead the
culture and the mission!”
Leaping Forward
Gamida Cell's focus is to change the course of disease with
NAM-enabled cell therapies.
Today, many cancers are treated with complex regimens
and supportive care that are burdensome to the healthcare
system and often difficult for patients to endure. Gamida
Cell and its employees are dedicated to discovering,
developing and delivering innovative cell therapies.
As a leader of the organization, Michele proudly shares,
“We are applying the latest advances in the field of cell
therapy designed as a potentially curative approach that
targets the source of disease with significantly improved
outcomes for patients with cancers and other serious
diseases. That's good for patients, health care, and the
economy.”
Scaling up for a potential commercial launch in 2023 is not
only about the focus on just budgets, headcounts, sales and
marketing, manufacturing, and other critical functions but
also about ensuring that leaders continue to live our values
and keep patients' needs in the front and at the center of
decision making and organizational design.
Apart from this, she states that this expansion will be
supported by finding ways to bring greater efficiency to
how the business is run, but never at the expense of
creativity, innovation, or excellence in execution.
Lastly, Michele says, “We are working smarter to build and
strengthen relationships with patients so that colleagues
can easily see the real impact of their work. And, of course,
hiring the right talent to help Gamida Cell expand with
people who share the same values as them and the drive
and spirit that characterizes the best of Gamidans.”
After all, the best
way to reduce healthcare
expenses associated with
a disease is to cure it.

17. Stay in touch.
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18. Brian
Sweeney An Experienced
Transformational
Healthcare Leader
skilled healthcare executive and COO of
AJefferson Health New Jersey, Brian Sweeney has
effectively led and managed a wide range of
clinical programs, operational divisions and support
services for academic health systems. He has concentrated
on strategic planning, business development, process
improvement, service line leadership, and integrating and
aligning medical professionals, nurses, and support services
staff to achieve the desired results of quality and safety,
financial performance, and growth.
He is skilled in the use of Lean and Work-Out™ change
methodologies, as well as GE Healthcare management and
leadership systems. As a speaker at national healthcare
conferences, Brian imparts his understanding of healthcare
operations and performance improvement to enhance the
complex and constantly changing healthcare industry.
Healthcare is a highly regulated sector with significant
accountability for the clinical results of patients.
Entrepreneurs pursuing healthcare endeavors must seek
counsel from experienced healthcare providers to assure
their business models are realistic, given the complexity of
patient care and engagement.
Below are highlights of the interview that highlight Brian
Sweeney's journey as a healthcare leader and how the
leadership role in healthcare has been transformed in
recent years:
Brief us about yourself and shed some light on your
journey as COO at Jefferson Health – New Jersey. What
inspires you to serve the healthcare industry?
I was drawn to providing clinical care at an early age after
volunteering as an EMT with the local ambulance squad. I
started my career as a nurse, working in the ER at a
community hospital, then at an urban level 1 trauma center,
and as a flight nurse. I pursued my MBA from Temple
University and entered management in a role overseeing
Jefferson's critical care transport program.
I continued building competencies over time and
progressed through various leadership roles, including VP,
COO and President. I joined Jefferson Health - New Jersey
as President and COO in March 2020, just as the pandemic
began.
I met my direct reports for the first time as I arrived at our
incident command center when our first COVID-19 patient
arrived! I have been inspired to serve, given my deep
appreciation for the front-line staff and the incredible work
they do every single day for our patients, families and the
community. I have remained grounded in how important
they are to clinical outcomes, from my early experience as a
bedside nurse.
Can you elaborate upon the core values, mission and
vision based on which your services are aligned with
Jefferson Health – New Jersey?
Our mission is to improve lives. Our vision is to reimagine
health, education and discovery to create unparalleled
16| March 2023|www.insightscare.com

19. value. Our values are to put people first, be bold and think
differently, and do the right thing. We are a large, multi-
state academic health system. New Jersey is an important
suburban market for us, and we have been focused on
creating advanced clinical programs so patients can receive
high-quality, cost-effective care close to home. Our
experience as an educational and research institution also
enables us to train healthcare providers and to offer cutting-
edge treatments, including clinical trials.
In your opinion, what areas does your health system
struggle with when it comes to operational matters and
caring for patients?
The greatest challenge today is the labor shortage. We
employ 45,000 people across our system in many different
clinical, technical, administrative and support service roles.
Historically, people would join a healthcare organization
and stay for their whole career, sometimes for 30 or 40
years.
But times have changed. Employees do not stay as long,
and there is increased competition from retail operators,
such as Amazon, Target and Walmart; digital health
companies offering remote jobs, and just a general shortage
of professionals entering the field. We have adapted by
developing many new programs to replenish the pipeline,
including building relationships with high schools and other
community organizations to encourage an early interest in
the profession, expanding our training programs so we can
be more self-sufficient -- such as the recent addition of a
new physician's assistant training program in NJ - and
developing new staffing models, such as our SEAL nurse
program that enables flexible staffing across our system.
We even started an emeritus nurse program, where retired
nurses come back to work part time and mentor the new-to-
practice nurses. This is a time for creativity in our industry.
In what way do you consider the hospital's technological
advances a pathway in conducting care and treatment
services effectively?
New technological advances appear every week in
healthcare, and we take every opportunity to incorporate
them into care delivery. We were fortunate to recently
Our mission is to improve lives.
Our vision is to reimagine health,
education, and discovery to create
unparalleled value. Our values are
to put people first, be bold and
think differently, and do the right
thing.
Brian Sweeney
COO
Jefferson Health
Most Influen al COOs in the Healthcare Industry to Follow
17| March 2023|www.insightscare.com

20. construct new hospital towers with private rooms in two of
our South Jersey markets. The front-line staff worked with
the facilities team and architects and designers to evaluate
the latest innovations and incorporate them into the design.
The patient rooms feature electronic whiteboards that assist
with patient education, keep patients informed about their
providers and the daily care plan, and allow for telehealth.
Patients can adjust heating and lighting from their beds and
make requests for food, housekeeping, or other guest
services through automated technology. Patient alarms and
alerts are sent directly to Apple iPhones carried by all
clinical teams to reduce noise and prompt an immediate
response. These enhancements are all designed to enhance
quality, safety and the patient experience.
What role does compassion play in caring for patients in
need? In what ways do you ensure that the hospital
delivers it?
It is difficult to be a patient. It is a very stressful, emotional,
and often uncomfortable event. I know this from my own
personal experiences and those of family members who
have received care. For us, it starts with hiring individuals
who are a good fit for our culture and committed to
compassionate care. We reinforce these principles through
ongoing training, education and performance monitoring. I
expect our leadership team to conduct leadership rounds
every week to interact with patients, families, management
and staff so we can verify that we are meeting expectations.
We travel to our hospitals, surgery centers, physician offices
and ancillary service departments to assess performance.
We also use this as an opportunity to recognize our
employees for doing the right thing and putting people first
with awards like the DAISY Award for nurses, the Mission
Moment for living our mission, the Great Catch for safety,
and We Rise by Lifting Others for teamwork. Positive
reinforcement from the frontline staff for exceptional care
delivery is very meaningful and sets an example for others.
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21. What endeavors are you currently pursuing to improve
the hospital's service measures for patients?
One of our service measures is health equity. Unfortunately,
like many healthcare organizations, we have seen
disparities across the country. The Jefferson Health Clinical
Health Equity Program has been established to enable
Jefferson to advance care excellence and achieve optimal
outcomes for all patients by eliminating systemic bias
within the care delivery process. The program creates
alignment of efforts and initiatives, and supports
organizational accountability for exceptional outcomes in
all population segments It also recognizes and rectifies
systemic injustice, and drives necessary change. Our patient
and family advisory councils, community outreach
programs, and precise management of the social
determinants of health help us achieve the goals of all our
patients.
What are some of the challenges you face when
conducting projects and how do you turn them into
opportunities for growth?
Healthcare delivery is team-oriented, and you need many
different disciplines, such as physicians, nurses,
pharmacists, physical therapists, and technicians, to work
together flawlessly to achieve the best possible outcomes.
Aligning these stakeholders is critical to success, so we
have developed a standardized operating model called the
Operational Excellence program that we use daily to
prioritize and organize all our projects, solve problems,
track results, and monitor team accountability.
We identify a portfolio of key growth, quality, patient
experience, and financial initiatives each year and develop
robust project plans to drive execution. A key growth
opportunity we are pursuing now through this framework is
the development of a cancer center at our Cherry Hill
campus. This includes new community screening programs
and the expansion of medical oncology, infusion, radiation
oncology, and surgical oncology services.
Share with us some of your strategies that have helped
you in your position as a leader. How do you keep up
with specific responsibilities at the hospital?
I have been focused on mentoring, coaching, and
developing other leaders for a significant portion of my
career. The evidence is clear that high-performing
leadership teams produce the best patient outcomes, and I
personally enjoy helping my leadership team further build
their competencies, solve problems together, and gain
additional experience and confidence. I've also discovered
that, given the industry's need for transformation, healthcare
leaders today must be exceptional at process improvement
and change management. Training individuals in Lean, Six
Sigma, Project Management and incorporating these
principles into everyday practice produces results.
How do you envision scaling your services and
operations in 2022 and beyond?
We recently acquired a high-performing health plan,
HealthPartners, which offers Medicaid and Medicare
Advantage coverage. For years, we have been developing
core competencies in population health, care coordination,
and data and analytics. We have expanded our provider
network in PA and NJ extensively, and we are thrilled at the
opportunity to connect the health plan to the network and to
expand value-based care in our region.
What are some of the testimonials or recognitions that
accurately highlight your position in the market?
I am especially proud of three national recognitions.
Jefferson Health – New Jersey received the Healthgrades
Patient Safety Excellence Award in 2019 and five-star
ratings in orthopedics, gastroenterology, and critical care
outcomes in 2020. Our three NJ hospitals each received an
"A" hospital safety grade in November 2022 from The
Leapfrog Group. This national distinction celebrates our
achievements in protecting hospital patients from
preventable harm and errors.
Lastly, we are in the process of magnet re-designation,
resulting in an environment that inspires nurses to work
together and advance healthcare. For patients, it means the
very best care delivered by nurses who are supported to be
the best they can be.
19| March 2023|www.insightscare.com

22. Polici
Effective
Promoting the
Cpy's Culture
orkplace culture reflects the shared values,
Wattributes and characteristics of an organization
and relates to the attitudes and behaviors of the
company and its employees. Culture reflects how people in
an organization interact with each other, their values, and
the decisions they make. Culture develops naturally in any
organization, and if not cultivated, it can sometimes harm
the business. Allowing negative behaviors and toxic
attitudes creates a negative work experience for employees
and reduces productivity.
In addition, company culture is a key factor in creating a
company brand to attract new customers and talented
employees. Core values and employee engagement are
among the first things a potential employee looks at when
considering whether a particular company would be a good
fit for them.
The policies of corporate culture include a number of
different components, including the work environment,
corporate mission, leadership style, values, ethics,
expectations and goals.
Futuristic Approach
20| March 2023|www.insightscare.com

23. 21| March 2023|www.insightscare.com

24. Here are a few areas to focus on:
Revisiting Core Values
Begin the process by reevaluating your core values. A
strong corporate culture is born from thoughtfully defined
values that guide everything from behavior to business
decisions. When companies struggle to adopt values, it's
often because they have too many or they're not relevant,
according to Fontes.
Your values should be relevant to every employee and
manager - meaning something they naturally practice both
on and off the job - and simple. More than five and
employees tend to forget them, Fontes said. And if they are
not relative or applicable, they can be misinterpreted or
ignored.
Make sure your core values match the best parts of your
current culture and are applicable. Fontes said values like
"work hard, play hard" may sound appealing, but leave
room for misinterpretation and should be removed.
Assess the Current Culture
Once you've identified your core values, the next step is to
assess your current company culture. Look at your
employees: are they anchored by their work and the values
that your organization currently holds? Do they understand
your company's goals and believe in working to achieve
those goals? Spotting signs of apathy or confusion is key to
uncovering the state of your company's culture and an
important first step in deciding what to do to maintain
employee engagement and a positive work environment.
Then identify what organizational culture you currently
have and compare it to your broader business goals. Is your
current structure helping you achieve your long-term goals,
or are there significant limitations that need to be
addressed?
Promote the Company's Mission, Vision and Goals
Organizational leaders must be vigilant in communicating
their mission and vision. Posters in the workplace, job
descriptions in email signature lines and monthly reminders
from organizational leaders reinforce what work is and that
it is important and should be everyone's focus.
Define and Communicate the Organization's Core
Values
Leaders who act on core values are way to set an example
for everyone else in the workplace. Communicating values
and demonstrating their importance builds culture. Ensure
that all managers and leaders communicate the values
regularly. Accept and respect employee feedback as an
indication that employees care enough about the
organization and its success to try to improve it.
Identify and Share Expectations About How Employees
Treat Each Other
Implement clear expectations for workforce behavior and
establish a clear disciplinary system for misconduct and
behavior inconsistent with core values. Hold a company-
wide town hall at least once a year to review policy
guidelines (harassment, anti-discrimination, etc.). Reward
people for fostering a positive culture and model their
behavior for others. Clearly communicate resources to
employees who are not treated well by others.
Respect Diversity and Be Inclusive
Diversity comes not only from race, ethnicity, age and
gender but also from job types, educational backgrounds
and more. Promoting diversity awareness and defining
inclusive behavior are important to creating and
maintaining a positive culture. People are social creatures
by nature, and companies can increase positivity by
encouraging employees to get to know each other outside of
their normal work experiences. Strive to foster meaningful
employee relationships, which may include company-wide
lunches at lunchtime or other events chosen by employees
to promote engagement and positivity in the workplace.
Final Note
No matter where you start, it's important to remember that
you can improve your company culture. Make sure you
have the full support of your management, HR and
employees. Collaboration with all levels of the organization
is more likely to create a company culture where everyone
on your team feels valued and welcome.
- Saloni Agrawal
22| March 2023|www.insightscare.com

26. In the ever-evolving healthcare sector, delivering
quality care with a patient-centric approach has proven
to be incredibly therapeutic. When infused with
operational expertise, it improves diagnostic accuracy,
patient satisfaction and adherence to treatment. It holds the
potential to influence patient outcomes, including pain
control, mental health and day-to-day operational function.
Lisa Golden, the Chief Operating Officer at Alo,
understands the importance of making sure healthcare
providers have enough time to care for the whole patient
and is committed to making it happen.
A seasoned veteran, Lisa has seen major changes in health
care over the years. She's worked both for large health
systems and small practices, always putting the patient first.
Now 30 years into her career, she's found yet another
opportunity to take on—leading the Operations of Alo, a
North Carolina start-up that is helping independent
physicians optimize their practices and deliver better,
more efficient care. In the past year Lisa has used her
operations, nursing and healthcare management
experience to bring to market Alo's services and
offerings such as payer strategy, practice
management and patient engagement. She's also
led the integration of Avance Care, a management
services organization acquired in late 2021 that
supports over two dozen independent primary
care practices across North Carolina and
continues to grow across the state.
Let us dive in to know about Lisa's leadership
journey at Alo.
Finding Value in Preventive Care
Lisa was inspired to enter the field of healthcare at
an early age when she stepped in to care for her
aging grandmother. She quickly realized how
rewarding it was to care for someone in a time of need
and this became her calling. Over the next ten years, she
became a registered nurse and then an ICU nurse.
In the ICU, Lisa was passionate about making sure that not
only were patients getting the best care, but that their
families were also cared for. She noticed how much of a
difference a good primary care physician can make in a
person's life and began to see preventative care as a
powerful investment with a high return.
These experiences influenced her decision to join Alo. To
date, Alo and its subsidiary Avance Care, has focused on
helping independent primary care physicians offer the best
Lisa Golden
Enhancing the Patient-Physician Interaction with Quality Care
"At Huron Consulting, we work with leaders across
the healthcare industry and Lisa Golden is one of
the best," says Huron Consulting Senior Director Jen
Miley "She came to us in early 2022 intending to
develop a leadership development program for her
sta and improve company collaboration. She
understands the importance of developing talent
and helping sta reach their potential. She brought
us on for a three-year engagement that will touch
over 50 employees and set Alo and Avance Care up
for success in the years to come."
One of the first things Lisa and Huron implemented
during this engagement was employee rounding.
Rounding is an important tool used to improve
communications, strengthen relationships, create
accountability and increase employee retention and
recruitment. All people managers at Alo and Avance
Care were encouraged to consistently have monthly
face-to-face check-ins with their direct reports to
learn firsthand what is going well and what issues
need to be addressed. Through these e orts, teams
grew closer and more informed while leadership
was able to uncover issues and address them more
quickly.
Growing Company
Leaders and Culture
Leaders and Culture
Most Influen al COOs in the Healthcare Industry to Follow
24| March 2023|www.insightscare.com

27. Lisa Golden
MSHA, BSN, RN, COO,
and Head of Operations
Alo
25| March 2023|www.insightscare.com

28. preventive care possible. In addition to taking on the
operational and administrative burdens of running a
practice, Alo and Avance Care's model helps providers
deliver more accessible, comprehensive care. Lisa says, "At
every Alo and Avance Care supported practice, Nutrition
and Behavorial Health services are integrated. These
offerings have a huge impact on our patients' health and
well-being."
Making an Actual Difference in the Healthcare Sector
Early in her career Lisa became known for asking the
question, "why?" She was often brought in to solve and
improve processes for quality outcomes. In addition to
taking on the tough challenges, Lisa also saw she could
make a difference by building new programs and
developing teams.
She met with leaders she looked up to and asked, "What
can I do to make a difference?" Several encouraged her to
get her master's degree. These mentors were the key to
Lisa's journey as a leader, as they provided feedback and
opportunities to grow. Lisa was given bigger challenges to
solve and teams to manage. She performed roles such as
clinical program development, patient quality, inpatient
hospital processes and administrative responsibilities. She
also was recruited to help with hospital acquisitions and
physician partnerships. And she served as a Chief
Administrative Officer for a Level II trauma center and
Chief Operating Officer for a large health plan in the
northeast US.
Lisa took on positions that sometimes were a lateral move,
with no pay increase or title change. Although many didn't
understand why she had chosen those positions, it was all
about learning as much as she could about all the different
aspects of running a hospital, clinics and specialty
programs. Sometimes she saw that if she made a lateral
move, she would have the opportunity to make more of a
difference.
One of the key reasons she was successful in these different
roles is that she built strong relationships with front-line
employees and partnered with physicians and nurses with
transparent, open communication. Moreover, she always
tried to put the patient at the center of any tough challenge.
She'd ask herself, "How will this benefit the patient? What
would folks on the 'frontline' think about this?"
When Alo approached her with the opportunity to lead its
operations, it excited her because "[The organization] is
changing healthcare for the better." Lisa says, "In my career
I've seen mass consolidation in an effort to improve care
coordination and increase efficiency. But what's happened is
that it's also reduced competition, increased prices and
actually hasn't improved quality. Alo's approach feels fresh
and meaningful—I loved the idea of giving independent
physicians the tools and support they need so that they can
be more accessible and have more time to treat patients."
Offering Distinguished Services
A key part of Alo and Avance Care's services that
distinguish them from other organizations is their
behavioral and psychiatry offerings that are embedded in
their primary care offices. While the industry average to
establish care with a psychiatrist is 25 days (Source:
https://www.psychologytoday.com/us/blog/grand-
rounds/202107/fundamental-changes-are-needed-in-mental-
health-care), at Avance Care patients can receive the
treatment within a few days, which gives primary care
providers the support they need to help their patients have
the best outcomes. This novel approach in how services are
offered helps decrease ER usage and lowers costs for all.
Alo and Avance Care also offer in-house lab services,
allergy services, X-rays and nutrition services. Since these
services can be provided in the office, they are not only a
convenience to patients but help provide a quicker
diagnosis.
The Key to Becoming an Effective Leader
Throughout her career, Lisa has always prioritized
partnering with physicians, nurses and all frontline staff.
She's never afraid to ask, "Help me understand. What do
you think the root cause of this issue is?" "When you say
that," adds Lisa, "Folks open up and share information so
that you can partner and collaborate together to come up
with what the right decision should be."
She believes, "Leaders don't always have all the answers.
They can only be as good as the people around them,"
which is another reason why they need to connect with their
teams and colleagues. For this, it is essential that they feel
comfortable being vulnerable, sharing their ideas and
developing plans together.
As Lisa worked to integrate Avance Care with Alo this past
year, she made sure she met with and listened to all her
frontline employees to learn more about the business and its
challenges. Through this "listening tour" she identified
areas in operations that could be bolstered. She took on the
COO role at Avance Care as well, becoming a "double
hatter," and introduced many operational best practices in
her first year—new quality measures, robust KPI
26| March 2023|www.insightscare.com

29. dashboards, improved scheduling measures—that have
improved customer NPS scores.
She also saw the need to invest in the existing workforce;
there were many leaders and potential leaders who could
benefit from coaching and mentorship. She mapped out a
three-year leadership development program and hired the
Huron Consulting Group to assist her with this training.
Lisa says, "The strongest leaders are those who invest in
their teams and build strong teams around them. There is
only so much one person can do on their own."
Words of Wisdom
Lisa says that this is an "exciting time" to be in health care
as "there are so many opportunities for improvement."
"Healthcare is changing," she says, "What we see today is
not going to be the same three months from now. But if you
are passionate about the people—the patients and the
providers—and try to see things as an entrepreneur, then
there are so many ways to be successful and make people's
lives better."
It is also important to maintain a good work-life balance.
Lisa says, "My family really keeps me grounded. I have
two great kids, who both recently earned their business
degrees. My son Michael is 24 and my daughter Lauren is
21. Throughout the years, they have been my inspiration;
I've seen that if I don't take care of myself, I won't be able
to take care of them or be my best for my colleagues and
patients. I think as a leader and a mom, you really set the
stage and you teach your children the importance of caring,
developing a strong emotional intelligence, having a strong
work ethic, yet maintaining healthy work-life balance."
Lisa has always
prioritized partnering with
physicians, nurses and all
frontline sta , as they are
the ones responsible for
day-to-day operations.
She believes that they are
the key to seeking reliable
information about what's
going on and what needs
to be addressed.
27| March 2023|www.insightscare.com

30. Paari Gopalakrishnan
Chief Operating O cer
Kent Hospital

31. Paari
Gopalakrishnan
Implementing Empathetic Approach
aised by immigrant parents from India who valued
Reducation, hard work and honesty, rooted in a
strong foundation for a desire to impact the world
positively at a very young age, Paari Gopalakrishnan was
inspired to seek a career in healthcare.
Today as the President and Chief Operating Officer at
Kent Hospital, he carries his desire at a much larger scale
reaching out to people with helping hands to bring
impactful change for the patients and community. Kent
Hospital strives to provide the highest quality and safety
levels in all it does.
With over two decades in healthcare, Paari is keen to
provide high-quality, compassionate, personalized
healthcare—delivered in an interdisciplinary model
involving all healthcare team members. As a child, Paari
sought the joys of a meaningful career in healthcare.
His love for science and people and a passion for helping
others in need became evident to him that he belonged in
healthcare. Later he pursued medical school, intending to
treat patients so they could live the most fulfilling life
possible.
Insights Care caught up with Paari to know more about how
healthcare is tackling several problems while
simultaneously providing quality care.
Below are the highlights of the interview:
Briefly tell us about yourself and shed some light on
your journey as the C.O.O. at Kent Hospital.
Family is the most important thing to me. I am married to
an amazing woman and am blessed with five very active
children who fill our lives with joy. My wife and children
keep me grounded while inspiring me. As far as my career
journey, it has gone places that I could not have imagined. I
always wanted to be a physician but becoming a hospital
leader was not something I aspired to early in my career.
However, I found myself throughout my career with
opportunities to get more involved and improve various
aspects of workflow, staffing, quality issues, or other
challenges, which I loved.
This resulted in me pursuing an M.B.A. and formally
moving down the leadership pathway as a physician. I have
been fortunate to have worked in various roles on my
professional career path, from leading a hospitalist group to
overseeing operations of our healthcare system's COVID-19
field hospital, which had been renovated from a former
bank building to becoming a hospital Chief Medical Officer,
and now, the president/C.O.O. of the hospital.
With over two decades
in healthcare, Paari is keen
to provide high-quality,
compassionate, personalized
healthcare—delivered in an
interdisciplinary model
involving all healthcare
team members.
Most Influential COOs in the Healthcare Industry to Follow
29| March 2023|www.insightscare.com

32. Can you elaborate upon the core values, vision and
mission based on which your services are aligned with
Kent Hospital?
We often talk about A.C.T. values across our organization.
The acronym stands for accountability, caring and
teamwork. These are the foundational values we feel are
instrumental to providing high-quality, safe patient care for
our community. These values and behaviors have been
affectionately monikered as the "Kent Way."
What areas, in your opinion, does the health care system
struggle with when it comes to operational matters?
Communication, communication, and communication is
imperative in this business. I think it is paramount that we
can communicate effectively with our team members and
explain the "why" when we are making operational
decisions that impact their day to day. I recognize fully that
our team members might not always agree with my
operational decision; however, I think that they do
understand that I am always looking out for their and our
patient's best interests. Without clear, consistent and
effective communication regarding any and all operational
initiatives, we fail. We always need our team members' buy-
in. This is sometimes easier said than done, but I always
strive for the most effective communication possible.
Communicating with my team members cannot be simply a
"check the box" memo about the operational change. I try to
consciously think about the message I want my team
members to understand, and then I push it down my
communication cascade.
The cascade starts with my management teams
understanding the need for the operational change followed
by a multi-channel approach—"check the box" memo,
Gemba huddles, staff meetings, and walk rounds. As I
provide information about the operational change to our
team members, I am cognizant that I need to embrace a
culture that allows them to raise their concerns without fear.
To achieve this, I try to offer multiple avenues for feedback
and, frankly, encourage it.
In what way do you consider Kent Hospital's
technological advances to be a pathway in conducting
care and treatment services effectively?
I think we have all heard about the staffing crisis that
healthcare systems have been facing over the last few years.
While the staffing crisis looms, we are at the forefront of
caring for our community, which has come to trust us for
expert care and treatment. This is where innovation and
technology is a strong assets for us. We are currently
leveraging various tools to creatively provide hospital care
in people's homes, communicate effectively among the care
teams, involve patients/families remotely, and utilize
various technological tools to operate more efficiently.
What role does compassion play in caring for patients in
need? In what ways do you ensure Kent Hospital
delivers the same?
Compassion is critical to patient care. At the end of the day,
our mission is to take care of people at vulnerable times in
their lives. I take this very seriously. We need our patients
to feel confident in the medical care they are receiving and
30| March 2023|www.insightscare.com

33. feel they are valued as individuals. At Kent Hospital, we
have an amazing staff who want to deliver the highest
quality care in a compassionate and meaningful way. To
ensure this, we share our patient's feedback with our leaders
and staff. And we are always looking for opportunities to
improve, including with formalized training.
What endeavors are you currently pursuing to improve
Kent Hospital's service measures for healthcare clients?
Ÿ Hospital at Home, where patients are admitted to their
homes from our emergency department. This allows for
great medical care in the comfort of their own home.
Ÿ Expanding our geriatric focus to care for a high number
of geriatric patients in our community. This includes a
specialized unit called the A.C.E. unit (Adult Care of the
Elderly) to manage our geriatric patients differently.
What are some of the challenges you face when
conducting projects, and how do you turn them into
opportunities for growth?
Currently, the largest challenge or obstacle in healthcare is
staffing. As we try various initiatives, it can be easy to say
we cannot succeed because of our staffing challenge. In my
opinion, this is where leaders lead. I ask that my leadership
team and my team members look for opportunities to
improve in spite of staffing challenges.
Obviously, we need to work towards improving our
staffing; however, we can't throw our hands in the air
because of it. Our patients and community turn to us when
they need us the most, and I am committed to never letting
them down. That's why we are always looking for
alternative ways to deliver care.
What advice would you like to give to budding
entrepreneurs and enthusiasts who desire to venture
into the healthcare sector?
Jump in—all in. It is a rewarding career, and you will make
a meaningful impact on the world.
How do you envision scaling your services and
operations in 2022 and beyond?
Bigger is not always better. I think all healthcare systems
need to take a deep look into their operations, service lines,
and mission. I need to make sure that the services we are
providing to our community are indeed needed by our
community, high quality, and make fiscal sense. It is time
for all of us to sharpen our pencils.
31| March 2023|www.insightscare.com

34. Responsibilities
Roles and
of COO
32| March 2023|www.insightscare.com

35. ow many of us can name a famous COO? The role
Hof COO initially had a low profile, and in the
early 2000s, a trend towards more streamlined
organizations and more hands-on CEOs took hold. In 2000,
48% of Fortune 500 and SandP 500 companies had a COO;
by 2018, that figure had fallen to an all-time low of 32
percent.
But COOs are coming back. As of 2022, 40 percent of
leading companies had a CEO, and 48 percent were in the
financial and energy sectors. What's more, the role itself has
changed – it's bigger, bolder and more transformative than
ever before. The job description of a COO is never fixed: it
varies by industry, organization and needs. Some COOs
may see their role as a mentor, while others may be partners
or successors to the CEO. Managing day-to-day operations
and implementing leadership strategies is just part of the
job. In an uncertain post-pandemic environment, the COO
role is evolving from its roots in the back office to a catalyst
for technology-driven growth, strategic expansion and
employee empowerment.
Strategic Vision
33| March 2023|www.insightscare.com

36. Let's dive in to learn about the COOs roles and
responsibilities:
Learning to Anticipate Change (Much Better).
Years have passed since operating environments were
relatively stable and organizations could rely on the
implementation of ten or even five-year plans. With global
and domestic disruptions now the norm, businesses must
prepare for any disruptive event, no matter how remote.
"Every month or two brings a surprise," says a specialty
chemicals executive.
"The CEO has to be able to better anticipate regulations that
can affect business operations, for example. It can be any
driver, but he has to see it coming, coming to market and
getting an advantage.
To do this, the COO must be on the pulse of the market.
One aerospace and defense executive recommends keeping
up with what universities and other educational institutions
are teaching to identify future developments and potential
talent in the field. Staying on top of trends helps the COO
predict innovations and products that might fail. "It's
important to understand the outside world," says the
manager. "It is good that the CEO comes from within the
company, but the candidate should work in a marketing-
related role for several years."
Collaborate with Other Core Functions and Help Shape
the Agenda
Almost all of the executives we interviewed agreed that
increasing cross-functional engagement is essential to COO
success, especially when it comes to sales and marketing.
Operations managers must have a deep understanding of the
customer's value proposition and what is required of the
operation to make it work. Close collaboration between
marketing and operations functions can help deliver a better
customer experience and increase customer satisfaction and
loyalty.
Promoting Operational Excellence Culturally and
Technologically
Today's changing environment makes achieving quality
work much more difficult than in years past. Large-scale
supply chain disruptions, global political and environmental
changes, and radical changes in the workplace underscore
the need for operations managers to be flexible and
responsive on multiple fronts. It is important to define
excellence based on results, whether it is meeting or
exceeding stakeholder requirements, improving customer
service, or the success of a marketing campaign.
"Don't stay in your comfort zone," advises a former CEO of
the consumer retail sector. "The inertia of organizations
must be proactively managed. Disruption can be caused by
new players who are functionally superior. Engage key
stakeholders. Quickly assess the mindset of middle
management because you cannot do without them. Build
relationships with unions. Identify people who have the
expertise you need and learn from them.
According to the head of energy operations, mistakes
provide a great opportunity to learn. "Look outside your
industry," says this executive. "Think about plane crashes,
nuclear disasters, or chemical spills. Ask yourself, 'What
can we learn from this?' Learning from experience is
crucial, especially in hazardous industries.
Manage Talent Creatively
Executives say a top priority for operations leaders is to
demonstrate the importance of operations to the
organization and create career paths that prevent top talent
from leaving. To reinforce this, it is necessary to hire
qualified professionals at all levels, not just top
management, and to ensure that there are enough
employees with the specific competencies or skills required.
Wrapping Up
The COO role has traditionally taken a back seat to other C-
suite functions in the organization. Its recent resurgence and
increasing visibility demonstrate the importance of working
to build resilience and position organizations to succeed in a
dynamic and rapidly changing environment. But past skills
are not enough. COOs must develop new skills and
strengths to accomplish the complex and uncertain tasks
ahead.
- Saloni Agrawal
34| March 2023|www.insightscare.com

38. Tracy Doughty
President and Chief
Operating Of cer
Huntsville Hospital

39. Tracy Doughty
Working to Provide Enhanced Healthcare
iven the amount of change occurring in the
Ghealthcare sector, organizations are looking for
strong leaders who can motivate teams to work
together in new ways. Experts warn that this can be
challenging since several departments, including human
resources, medical staff services, and others, may have
different views on managing these subsequent changes.
The problem organizational leaders face is clear throughout.
Due to the possibility that people may feel apprehensive
about organizational change, leaders must provide a clear
path towards the primary goal.
For everyone to understand the demands to work in new
ways or attain different goals, ensure they are all aware of
the leadership's vision for the organization. One of the best
ways to do this is to take the time to learn about each other's
perspectives and strong points through evaluations or
mediated roundtables. This makes it possible for individuals
to refrain from casting judgment and instead pay attention
without interjecting, despite the fact that it is a very private
and exposed experience.
Tracy Doughty, President and Chief Operating Officer
at Huntsville Hospital in Huntsville Ala, has a wealth of
expertise in healthcare leadership. He is primarily
responsible for overseeing operations at the Huntsville
Hospital downtown campus. Along with a number of other
clinical and managerial positions at the hospital, Tracy has
also held the positions of Vice President of Emergency &
Trauma Services and the Hospital's Physician Network.
He started working for Huntsville Hospital as a
surgical/trauma nurse in 1998. He has had positions as a
planning analyst in administration and a recruiter in human
resources, among other things.
Tracy spent six years as a commissioned officer in the U.S.
Army Reserves in addition to his duties at the hospital. As a
member of the boards of the Calhoun College Foundation,
the Community Free Clinic, the HEALS Clinic, the
Committee of 100, and the Huntsville Housing Authority
Advisory Board, he is also involved in a number of local
and regional organizations. He has completed both
Initiative to Leadership Alabama and Leadership
Huntsville/Madison County.
Tracy earned a bachelor's degree in nursing from the
University of Alabama in 1997 before getting two master's
degrees in health systems and health administration. Tracy
is married to Lakesha Ivy-Doughty, and they have two
children, Ty and Skylar.
Below are highlights of the interview that emphasize Tracy
Doughty's exceptional leadership experience and how he is
working to bring improvement to healthcare operations:
Brief us about yourself and shed some light on your
journey as the COO at Huntsville Hospital. What about
the hospital inspires you to serve the healthcare
industry?
Healthcare leadership has afforded me opportunities that I
could not even imagine growing up. I went from bedside
staff nurse to president and COO of the hospital in a span of
15 years. I started my healthcare career by obtaining my
Bachelor of Science in Nursing. There have been two
graduate degrees and several progressive leadership roles
along the way.
I grew up in a large family and understand first-hand what it
means to "go without." This organization inspires me
because it works tirelessly to provide the best possible care
to those we serve, regardless of their ability to pay. We have
great staff members who are dedicated to our mission and a
management team that leads with patient care as their
number one priority.
Most In uential COOs in the Healthcare Industry to Follow
37| March 2023|www.insightscare.com

40. Can you elaborate upon the core values, vision and
mission based on which your services are aligned with
Huntsville Hospital?
Huntsville Hospital is an 881-bed hospital that serves as the
regional referral center for North Alabama and southern
Tennessee. Huntsville Hospital is governed by the Health
Care Authority of the City of Huntsville and is the second-
largest hospital in Alabama. In recent years, the hospital has
expanded its services throughout the region by developing
the Huntsville Hospital Health System, which includes
hospitals in Huntsville, Fayetteville, Tenn, Madison,
Athens, Decatur, Boaz, Guntersville, Moulton, Red Bay,
Sheffield, and Scottsboro, Ala. The health system includes
more than 2,300 patient beds and 18,000 employees.
Our mission is focused on improving the health of the
people we serve. The hospital's vision is always to be the
first choice for healthcare services as well as for
employment.
The values of our hospital reflect who we are and how we
conduct our business: with safety, compassion, integrity,
excellence, innovation, accountability, diversity, equity, and
inclusion.
What areas in your opinion, does the health system
struggles with when it comes to operational matters?
Every hospital administrator in America is challenged by
staffing, safety/quality, and cost control. How we respond to
these challenges will determine our success and
sustainability.
In what way do you consider Huntsville Hospital's
technological advances to be a pathway in conducting
care and treatment services effectively?
We are committed to staying up to date with technology.
This includes advanced CT and MRI, telemedicine, imaging
artificial intelligence, and robotic surgery. Our medical staff
is comprised of specialists who are trained with the latest
equipment, and Huntsville is a high-tech city. Our patients
choose us because of these factors.
What role does compassion play in caring for patients in
need? In what ways do you ensure that the hospital
delivers it?
Caring for patients is what we do, but we must provide that
care with compassion. Without it, we fail to connect with
Our mission is focused
on improving the health of the
people we serve. The hospital's
vision is always to be the first
choice for healthcare services
as well as for employment.
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41. the people we are serving. Our hospital is intentional in
training and ensuring that we deliver the quality care that
our patients deserve and in the manner that they expect it.
The process of choosing the "right" team members starts in
the interview process and is reinforced throughout their
career at HH.
What endeavours are you currently pursuing to
improve the hospital's service measures for the
healthcare clients?
Improving the patient experience is engrained in our
mission and a reflection of our dedication to caring for all
of our patients. We have several teams that track, train,
monitor and make recommendations to improve our service
measures. This includes rounding to influence, training
classes for all new employees, periodic refresher courses,
rounds on patients throughout the continuum of care,
focused efforts on areas that need rapid turn-around and
ensuring we recognize departments and units that are
excelling.
What are some of the challenges you face when
conducting projects and how do you turn them into
opportunities for growth?
The financial challenge is certainly the most significant
barrier for any new endeavor. The staffing that may be
required for a new program is equally critical today. These
challenges are always turned into opportunities for growth
because they allow me to be creative and explore different
skill mixes to get the work done, explore partnerships, think
about converting new and different locations, or ask myself:
would this be better if the organization had a partner.
Share with us some of your strategies that have helped
you in your position as a leader. How do you keep up
with specific responsibilities at the hospital?
Engaging and involving staff in decision making helps build
buy-in. When staff is informed and motivated, they help
you get things done that otherwise would have been almost
impossible. Rounding on the floors and departments has
always been one of my leadership tactics. It gives me a
chance to see the work being done at the patient and
production levels.
Keeping up with my specific responsibilities at the hospital
is challenging at times. There are many different projects
and tasks going on simultaneously. I live by my calendar
and use task lists all the time.
What advice would you like to give to the budding
entrepreneurs and enthusiasts who desire to venture
into the healthcare sector?
Don't be afraid to fail. Failure is when we learn our best
lessons. Give it time.
Surround yourself with good people and listen to them.
Healthcare is a heart business. It's too hard if you don't have
the heart for it.
How do you envision scaling your services and
operations in 2023 and beyond?
Our community and region are growing rapidly, so we must
keep up with the expanding need for services. Recruiting
and retention is priority one. At the same time, we have to
redefine the roles of our care team so that we help our staff
function at their highest skill level.
What are some of the testimonials or recognitions that
accurately highlight your position in the market?
Ÿ Named the No. 2 hospital in Alabama and the top
hospital in the North Alabama region by U.S. News and
World Report in 2022 and also had nine clinical areas
honored as high performing by the publication.
Ÿ Named a Forbes "Best in State" employer in 2022.
39| March 2023|www.insightscare.com