Becker’s asked C-suite executives from hospitals and health systems, along with academic medical centers and universities across the U.S. to share their biggest growth opportunities.
The 55 executives featured in this article are all speaking at the Becker’s Healthcare 13th Annual CEO+CFO Roundtable on November 3 – 6, 2025 at the Hilton Chicago.
To learn more about this event, click here.
If you would like to join as a speaker or a reviewer, contact Mariah Muhammad at mmuhammad@beckershealthcare.com or agendateam@beckershealthcare.com.
For more information on sponsorship opportunities, contact Jessica Cole at jcole@beckershealthcare.com.
As part of an ongoing series, Becker’s is talking to healthcare leaders who will speak at our conference. The following are answers from our speakers at the event.
Question: Where are your organization’s biggest growth opportunities over the next 2-3 years?
David Banks. President and CEO of AdventHealth (Altamonte Springs, Fla.): At AdventHealth, our growth strategy is focused on strengthening how we care for people across the full continuum – not just in acute care, but also through wellness, prevention and other key points in a person’s health journey. We’re deepening our presence in both established and expanding markets by investing in ambulatory care offerings through our Primary Health Division which includes primary care, home health, virtual care and hospice. We’re also optimizing partnerships that enhance our regional relevance and support more seamless, connected care. Ultimately this growth serves as an enabler of our brand promise to help people feel whole.
Amy Perry. President and CEO of Banner Health (Phoenix): Banner’s growth is the outcome of our key strategies of improving access and affordability, not the end goal in itself. We are expanding to improve access to Banner care and coverage. In addition to hundreds of millions of dollars of investments expanding our acute care facilities, we have large outpatient Banner Health Care Plus facilities under development in three states. We are growing our health plans and networks to create more affordable care and make significant investments in wellness. To this end, we have expanded our primary care footprint focusing on physicians who enjoy a value-based care approach. Most recently, the Village MD physician team joined our network in Northern Colorado. It’s also important to mention that our investments in technology and innovation are a significant catalyst for new revenue streams and operational efficiency.
Conor Delaney, MD, PhD. Executive Vice President of Cleveland Clinic; President of Cleveland Clinic Florida Market: At Cleveland Clinic, we’re growing in many ways, but two areas I’m especially excited to spotlight are strategic physician recruitment and the measurable gains we’re making in operational efficiency.
To meet the evolving healthcare needs of our communities in South Florida and the Treasure Coast, we’re growing with purpose. This year, we’re welcoming nearly 100 new physicians across multiple specialties – from expanding our heart transplant team in Weston and deepening our cardiology expertise at Martin Health to enhancing neurological care at Indian River.
These are just a few examples, all in support of expanding access and as we prepare to open a new outpatient center in Palm Beach County in November 2027. It will quadruple the size of the Tomsich Health & Medical Center, bringing more expert care closer to home for those in the region.
Like physician recruitment, AI represents a key growth opportunity and plays a vital role in operational efficiency. As we embody innovation as one of our core values, it’s critical that we continue investing in forward-thinking strategies to shape the future of medicine.
Our collaboration with Ambience Healthcare allows us to implement AI tools that streamline documentation, improve workflows, and give caregivers more time with patients. Initially launched with ambulatory physicians and APPs, we’ll continue expanding. As one caregiver shared, “Love the process – so fast and easy,” and that’s exactly the future we’re building.
Pete November. CEO of Ochsner Health (New Orleans): Ochsner Health’s biggest growth opportunities over the next two to three years include expanding the patients we serve and strengthening our Centers of Excellence, including neuroscience, pediatrics, primary care, women’s services, cardiology, orthopedics, transplant and cancer care. We’re also optimizing cutting-edge technologies like AI to enhance access, simplify care navigation and improve the overall patient experience. We also see significant potential in the growth of outpatient and ambulatory care, enabling us to deliver high-quality, convenient care closer to where our patients live and work. These efforts are all part of our commitment to innovate and meet the evolving needs of the communities we serve.
Patrick O’Shaughnessy, DO. President and CEO of Catholic Health, Long Island (NY): Our growth strategy centers on bringing care closer to where patients live and work. By expanding ambulatory and preventive services, we’re creating convenient, lower-cost access points that not only improve patient choice and control, but also support healthier communities.
At the same time, we are investing in technology — particularly telehealth and AI-driven tools — to enhance efficiency, strengthen care management, and enable our clinicians to spend more meaningful time with patients. These innovations are not about replacing the human element, but about augmenting it to deliver smarter, more personalized care.
Together these investments position us to deliver higher-value care, improve health outcomes, and ensure the long-term sustainability of our health-system for the communities we serve.
Gerard Colman, PhD. CEO of Baptist Health (Louisville, Ky.): Physician involvement has long been central to our success, and we’re building on that foundation by working in new, collaborative ways to strengthen their voice in shaping the future. Our physicians want to be included and heard, and we’re committed to showing through our actions what matters most to them. By ensuring both employed and independent physicians are actively engaged in decision-making, we can carry their insights into how care is delivered. This partnership helps us continue providing the safe, high-quality experience patients already trust while moving forward as a high-performing organization.
Rick Carrico. CFO of Baptist Health (Louisville, Ky.): We see growth in making care more accessible and reliable for the communities we serve. By expanding our provider network and extending key services beyond our hospital campuses, patients will have more convenient options for the care they need. At the same time, we’re focused on ensuring that every investment we make here at Baptist Health, builds on the safe, high-quality care patients know and trust, while further enhancing their overall experience.
Michael Charlton. President and CEO of AtlantiCare (Atlantic City, N.J.): Healthcare has advanced by decades in medicine, but only inches in how the system actually works. People today expect care that is efficient and responsive but most of healthcare is still built on processes from another era. The growth opportunity right now is closing that gap and building a modern system that matches the science of today.
That’s why AtlantiCare is changing how we work. Our enterprise transformation with Oracle, for example, is streamlining documentation, automating prior authorizations and connecting data across the system so care is faster and more reliable. Efficiencies matter because they restore time to the bedside, remove friction from how care is delivered, and bring the patient experience in line with the innovation happening in medicine.
We have also seen early success in creating work environments that support teams. Outdated processes wear people down and push good clinicians out of the field. A modern health system has to make the work itself sustainable, bringing people, technology and operations together so every clinician can focus on care instead of red tape.
When the work makes sense, team members stay, outcomes improve and trust in the system is stronger. The opportunity is to move past the habits that hold our industry back and create a system designed for the way people live today.
Mark C. Clement. President and CEO of TriHealth (Cincinnati): At TriHealth, we will continue to grow in the coming years by investing in what works and what makes us different, namely our work to advance innovative value-based care and financing models with a sharpened focus on improving access, expanding the reach of our network, and leveraging consumerism to better meet the evolving needs of our growing patient population.
Our mission is to deliver the right care in the right place in the right way to achieve the right clinical outcomes at the right cost. And we have learned that increasingly, the “right care in the right place” is preventive care, early detection, and better management of chronic conditions, all provided in the more accessible, convenient, and affordable ambulatory setting close to home. That is why we have invested in 13 existing ambulatory centers – with plans to develop our 14th ambulatory center in the coming years – throughout Cincinnati to provide patients with convenient access to comprehensive primary and specialty care, lab, imaging, and other clinical services.
Additionally, we see an opportunity to continue our long history of successfully owning and partnering with rural hospitals to enhance care delivery, improve access and clinical outcomes, and provide more care locally with seamless access to complex tertiary care when needed. Earlier this year, TriHealth acquired Clinton Memorial Hospital – now TriHealth Clinton Regional Hospital – a 140-bed hospital in rural Wilmington, OH, to extend our nationally recognized network of physicians, service lines, and population health care models to the community. Similarly, we partnered with McCullough-Hyde Memorial Hospital in 2015, and with other independent healthcare systems to expand services, elevate access and care delivery, and care for more patients in their local community.
As proof that our approach is working and resonating with patients, TriHealth has been recognized by Monigle, a leading national health care branding firm, as the most trusted and most preferred health care brand in Ohio and in Cincinnati, and a “top five” health care brand in the nation!
Bruce Meyer, MD. Chief Population Health Officer of Highmark Health (Pittsburgh): Access: where when and how our members/patients/clients/customers need and want it.
Clarity: understanding treatment plans, bills, financial obligations, relationships
Engagement: getting people engaged with their own health and longevity so that we reduce the need for healthcare interventions and give them the greatest opportunity for health span to equal lifespan, thereby creating trust and partnership
Amy E. Lee. President and COO of Nantucket Cottage Hospital (Mass.): Nantucket Cottage Hospital is dedicated to providing high-quality, efficient, and compassionate care that reflects the unique needs of our island community. Over the next two to three years, we are expanding key services to improve access, reduce barriers, and strengthen outcomes. Our priorities include broadening behavioral health and substance use services with integrated counseling and 24/7 crisis response; enhancing oncology and infusion therapy through additional clinic days, survivorship support, and virtual tumor boards; and strengthening women’s health by expanding prenatal access, lactation support, and screenings for depression and substance use.
To ensure timely access, we are also investing in telehealth partnerships with off island specialists, creating same-day and after-hours appointments, and developing surge clinics to meet the demands of our seasonal population. In addition, we are advancing equity in care through bilingual navigation, community health workers, and social determinant screening, while also piloting hospital-at-home programs and remote monitoring for chronic disease to reduce unnecessary hospitalizations.
These initiatives are reinforced by strategic workforce and housing investments that will allow us to attract and retain the caregivers our community relies upon. Together, these efforts underscore our unwavering commitment to delivering compassionate, coordinated, and efficient care for every patient who turns to us.
Andrew Molosky. President and CEO of Chapters Health System (Temple Terrace, Fla.): As an organization focused on two simple but powerful ambitions: taking care of patients or taking care of those who do, our growth opportunities are immense. Given the healthcare ecosystem’s growing understanding and embrace of the capabilities of home and community-based services Chapters, as one of the nation’s most recognized innovators in the space, is positioned to continue welcoming new organizations into the collective. When those growth objectives are coupled with the reinvestment into innovations and value-based care models the growth landscape for a company such as Chapters is outstanding. Clearly there are headwinds – as with any future outlook – but we are uniquely positioned to persevere when compared to many in our peer group.
Kelly Macken-Marble. CEO of Osceola (Wis.) Medical Center: OMC’s biggest growth opportunities: mental health and addiction services are two areas we are growing and working on to meet the needs in the communities we serve. Growth in OB support is also an important focus area to ensure we preserve access to these services in rural health.
Patrick Young. President of Population Health at Hackensack Meridian Health (Edison, N.J.): Hackensack Meridian Health’s most significant growth opportunity lies in increasing access to our quality healthcare. We can achieve this by leveraging technology to deliver more care outside the hospital to our patients’ homes or other more convenient outpatient settings, while also creating programs that address the critical non-clinical barriers that impact a person’s overall well-being. By breaking down these hurdles, we not only improve lives but also unlock our greatest potential for expansion and impact.
John M. Fogarty. President of Beth Israel Deaconess Hospital–Needham (Needham, Mass.): In our organization, our strategic plan for growth calls for bringing care closer to home and back to the community. As a mid-sized hospital serving the western suburbs of Boston, our ability to excel in this effort meets the access needs of our market, grows our service area and assists our academic medical center colleagues in Boston that are often dealing with volume that could be more conveniently treated in the community. First and foremost, this begins by continuing to build access to primary care in our community given the setbacks nationally in this area over the last several years. Beyond that, much of our specialty service growth will be in outpatient procedural areas consisting of surgery, endoscopic procedures and diagnostic imaging. Though we will continue to offer a wide range of inpatient and outpatient specialty care, our selected area of service line growth for the current planning horizon is digestive health where the demand for gastroenterology, colorectal surgery, weight management and hepatology/liver care continues to grow beyond existing supply. As a complementary strategy, we will be launching a digital (robotic surgery) program in early 2026 to support the needs of our clinicians and patients requiring access to this technology.
Jeffrey Gold, MD. President of University of Nebraska System (Lincoln, Neb.): The biggest growth opportunities over the next few years lie at the interface between our highly talented workforce and the technological advances of augmented and artificial intelligence. In both the administrative and clinical areas there are currently and will be even more so, critical advantages that need to be embraced and, at the same time, protected against as we enhance the quality and safety of care, reduce costs, and strengthen the experiences of our workforce. Whether it is in the area of advanced imaging, laboratory diagnostics, outpatient scheduling, or workforce resources, the use of this technology will continue to enhance the delivery of care and, at the same time, require a new mentality of a large and talented workforce mostly rooted in the historical legacy of our delivery system.
David Ohm. Chief Strategic Development Officer of MultiCare Health System (Tacoma, Wash.): MultiCare Health System is deeply focused on expanding access to high-quality, value-based care across the Pacific Northwest. Over the next two to three years, our biggest growth opportunities lie in advancing digital health innovation, strengthening community partnerships, and expanding retail health services to meet rising demand. We’re also investing in workforce development and clinical integration to ensure care is not only accessible, but seamless and patient-centered. I’m excited to be a part of an organization that champions these transformative efforts that will shape the future of care delivery.
Trampas Hutches. Regional President of Mountain Region at MaineHealth (Portland): Our biggest growth opportunities lie in redesigning how we deliver care across historically siloed hospitals, practices, ambulatory services and post-acute care. By unifying our operating model, workforce strategy, and digital infrastructure, we’re unlocking the scale and agility needed to meet rising access demands and financial headwinds. But real growth begins with listening to the patient’s voice; what matters most to them must guide how and where we deliver care. We’re using intelligent innovation to reimagine delivery models, while building a culture that embraces change, breaks old habits, and welcomes new ways of working. At the same time, we’re applying rigorous discipline to improve efficiency, reduce throughput barriers, and elevate quality – proving that operational excellence and clinical excellence must rise together. In a system this complex, transformation isn’t optional…it’s the job.
Jim Heilsberg. CFO of Tri-State Memorial Hospital and Medical Campus (Clarkston, Wash.): Answer is – surviving Big Beautiful Bill.
David Walz. President and CEO of Madelia (Minn.) Health: Madelia Health’s most significant growth opportunities over the next two to three years:
1. Expansion of Access via New Clinics
- Madelia Health is extending its footprint with a new clinic in New Ulm, set to open in October 2025. This facility will offer primary care staffed by nurse practitioners, walk‑in slots, urgent‑care–style services, and rotating specialist visits like dermatology, optometry, and podiatry nujournal.com.
- This expansion not only increases access but also taps into expressed community demand — strengthening patient relationships and regional brand presence.
Opportunity: Further clinic openings in underserved or adjacent rural towns could replicate this success — expanding reach and anchoring local healthcare needs.
2. Strengthening Through the Headwaters Clinically Integrated Network (CIN)
- Since joining the Headwaters High‑Value Network in mid‑2024, Madelia Health participates in a network that connects 19 rural hospitals and 50-plus clinics, serving over 800,000 Minnesotans Madelia Health Becker’s Hospital Review.
- This collaboration emphasizes shared infrastructure — like data analytics, population health tools, integrated systems, shared purchasing—and supports participation in value‑based care models that reward quality and cost-efficiency Becker’s Hospital Review.
Opportunity: Deepening integration — such as more shared services, joint care management programs, and unified contracting with payers — could enhance economies of scale, improve care coordination, and strengthen financial resilience.
3. New Clinical Capabilities and Specialty Services
- Recent additions include:
- Low‑dose Lung Cancer Screening CT, offering early detection for at-risk populations LeadIQ.
- Recruitment of a dermatologist (Dr. Scott Ross) and a Chief Medical Officer (Dr. Dirk Thompson), reinforcing clinical leadership and service offerings LeadIQ.
- Expansion of surgical suite technology and capabilities, such as orthopedic and gynecologic tools via support from the Foundation (e.g., Beach Chair, Hana Bed, 4K AIM tech) Madelia Health.
Opportunity: Building on these, Madelia can:
- Create bundled specialty care services (e.g., screening + follow-up).
- Market wellness and early detection programs.
- Leverage new leadership to explore partnerships (e.g., with payers or health tech firms).
- Continue modernizing surgical and outpatient services to attract regional referrals.
4. Philanthropy‑Fueled Innovation: Naming Rights & Foundation Growth
- The Naming Rights Program, launched in January 2025, invites donors to support facility upgrades, medical equipment, and community programs by naming spaces or rooms Madelia Health.
- The Foundation’s recent technology and equipment contributions — from ALS ambulances to surgical tech — demonstrate strong fundraising impact Madelia Health.
Opportunity: Accelerate philanthropic engagement to fund expansions such as new buildings, diagnostic centers, telehealth infrastructure, or staff development programs—without adding financial strain to operations.
5. Cultivating a Strong Organizational Culture as a Strategic Asset
- Madelia Health has earned Top Workplace recognition for two consecutive years (2024 and 2025) Madelia Health.
- A supportive, engaged work environment enhances staff retention and morale — critical in rural health systems where workforce shortages are often acute.
Opportunity: Leverage this reputation to:
- Recruit and retain high‑quality medical and administrative staff.
- Expand training or residency programs.
- Position as an employer of choice, attracting partnerships or grants tied to workforce development.
Michelle Waller. CEO of Gateway Regional Medical Center (Granite City, Ill.): Over the next two to three years, our hospital is well positioned to pursue strategic growth opportunities that align with evolving patient needs, emerging healthcare trends, and our organizational strengths. The following areas represent our most significant opportunities for expansion and long-term sustainability.
- Service line growth
- Digital health and innovation
- Pop Health and value-based care
- Workforce development
- Strategic partnerships and community integration
Our hospital’s growth strategy centers on expanding clinical excellence, embracing innovation, and deepening community partnerships. By focusing on these priorities, we will strengthen our competitive position, meet rising patient expectations, and ensure long term financial and operational sustainability.
Brett Altman. CEO of Cass Health (Atlantic, Iowa): The future of surgical care is here at Cass Health, and it’s powered by robotics. We are investing in state-of-the-art technology, beginning with the addition of a dedicated 920-square-foot operating room for our first da Vinci robotic surgical system. This will allow us to offer enhanced precision and minimally invasive options for procedures in general surgery, urology, gynecology, and more. Our commitment extends to training the next generation of surgeons, with residents already gaining proficiency in robotic techniques. As a leading center for orthopedics, we’re also evaluating the potential of a Mako robot to further elevate our orthopedic services and ensure the best possible outcomes for our patients.
Erin McGarry. CFO of Westborough Behavioral Healthcare Hospital (Westborough, Mass.): Our biggest growth opportunity is to fully open all 152 beds that we have in the hospital. Currently, we only have 118 available for use. In order to be able to expand though, we need staff to do so. Currently the majority of our unit RNs are contractors. We need to convert contractors into FTE’s or direct hires, before we can open more units.
We also think that opening a specialty unit is most beneficial. We are thinking about potentially adding an adult DDU or a women’s unit.
Adam Breslow, MD. President and CEO of Children’s Primary Care Medical Group (San Bernardino, Calif.): Over the past five years we have added RNs to manage all clinician EMR In Baskets, a team of care coordinators to facilitate referrals and SDOH needs, embedded integrated health therapists at multiple sites along with mental health hubs for easier patient mental health access and fully staffed our offices both front and back. This has provided greatly improved Gallup Clinician engagement scores, excellent improvement in our AMA Burnout surveys, and continued high levels of patient satisfaction. We believe we have shown good faith putting the wellness of our teams at the forefront. With this as our foundation, the opportunity for growth in the next two to three years will be to have our clinical teams increase access for well, sick, and chronic care visits. Our group has a patient base of almost 300,000 lives, closing care gaps via better access will be a win for patients and the financial viability of our medical group.
Matt Broom, MD. Vice President and Chief Medical Officer of BJC Medical Group (St. Louis): For the BJC Medical Group, our clinical growth opportunities manifest in three buckets. Primary care — as a complex health system with quaternary hospital referral partners, creating timely ambulatory access to patients, both new and established, is a focal point for high quality care. Specialty practice — as we have excelled in our physician and advanced practitioner ambulatory growth, we recognize a need to meet the reciprocal demand for our many specialty services in parallel. And finally, hospital medicine — as larger health systems face higher transfer demands with elevated acuity for inpatient beds, we are pushing to advance our model of inpatient care to create a more seamless partnership between primary care, inpatient medicine, post-acute, virtual and specialty services across the group.
Shannon Werb. CEO of Array Behavioral Care (Chicago): Over the next few years, Array is accelerating its mission to transform behavioral health care through a scalable, tech-enabled platform that meets patients where they are — whether in hospitals, clinics, or at home. Our Epic-integrated infrastructure and proprietary care pathways allow us to deliver timely, personalized care with measurable outcomes. By deepening partnerships with health systems and payers, and continuing to invest in clinician experience and innovation, we’re expanding access and elevating the standard of care nationwide.
Ethan Chernin. President of Health Services at Ardent Health (Nashville, Tenn.): Ardent Health sees significant growth opportunities in expanding access to care through both ambulatory and virtual settings. We are investing in urgent care clinics, hybrid clinics, and ambulatory surgery centers to bring care closer to home, while also advancing virtual capabilities such as inpatient specialist visits and virtual nursing to provide timely, convenient care across our communities. Alongside expanding access in the markets we currently serve, we continue to explore opportunities to bring value to new communities.
Brad Meyer. CEO of Bluestem Health (Lincoln, N.E.): Over the next two to three years, we see significant growth opportunities rooted in our mission to serve the community, particularly as more independent physicians and behavioral health clinics face difficult decisions about their future. Many of these clinics are struggling under the weight of ongoing retirements, changes to Medicare and Medicaid reimbursement, as well as growing uncertainty in the health insurance marketplace. These pressures are contributing to a projected increase in the number of uninsured individuals and more people choosing high-deductible plans, which in turn makes it harder for patients to access timely and affordable care.
At the same time, like many across the country, our region continues to experience a critical shortage of both primary care and behavioral health providers. This mismatch between demand and capacity is placing additional strain on the system and leaving many patients without consistent access to care. I hope that we will continue to be uniquely positioned to help address these challenges, allowing us to step in where others may be forced to step back. Thanks to strong leadership and board support, we’ve built a solid financial foundation that enables us to pursue strategic partnerships and service expansions. These efforts will help preserve access to care, stabilize delivery systems, and ensure that vulnerable populations continue to receive the support they need.
David Lubarsky, MD. President and CEO of Westchester Medical Center Health Network (Valhalla, N.Y.): At WMCHealth, we are seizing an unprecedented opportunity to redefine how patients experience healthcare in our region. The centerpiece is our new five-story, $220 million Critical Care Tower, which will be the most advanced facility of its kind in New York State. As the only Level 1 Trauma Center for children and adults between Manhattan and Albany, the tower will set a new benchmark for the treatment of the most critically ill and injured. Equally transformative is our expansion of ambulatory care, bringing academic medical center-level services directly into communities with unmatched access, quality, and convenience. We are also harnessing the power of augmented intelligence to enable, enhance, and extend preventive care and wellness, delivering not just better health but more equitable access and healthier lives across the Hudson Valley.
Caswell L. Samms III, MBA. Executive Vice President and Chief Financial Officer of Nemours Children’s Health (Jacksonville, Fla.): Nemours’ greatest growth opportunity over the next two to three years lies in expanding capacity through strategic initiatives in Florida and the Delaware Valley. This includes targeted investments in high-acuity pediatric specialty programs such as orthopedics, cardiology, maternal–fetal medicine, neonatology, and oncology. We are also advancing innovation in value-based care through the global budget model in Delaware. By continuing to operate as a unified health system, Nemours will strengthen brand recognition and foster strategic partnerships — ensuring we deliver the highest quality pediatric care across all our service areas.
Michael Wagner, MD, FACP. President and CEO of Care New England Health System (Providence, R.I.): Over the next two to three years, our growth opportunities are centered on strengthening the areas of care that are uniquely ours to provide, while expanding access and connection across the continuum.
At Kent Hospital, as a community teaching hospital, we are focused on expanding acute care services — both through our employed physician group and in partnership with high-quality specialty practices in orthopedics, gastroenterology, vascular surgery, and other fields where patients increasingly need a trusted medical center to manage more complex cases.
At Women & Infants Hospital, even with stagnant birth rates, we anticipate continued growth because of the rising complexity of maternal and newborn care. As the state’s leader in high-risk pregnancies and neonatal medicine, we see tremendous opportunity not only to support remaining community obstetrical programs but also to ensure a safe, high-quality environment for mothers and babies across Rhode Island.
In behavioral health, growth will come through a more distributed model of care — expanding community-based programs, developing more intensive treatment options, and partnering with employers and colleges to meet rising demand.
Beyond acute care, we are committed to expanding primary care and innovating in new care models that extend our reach and improve access. And just as importantly, we see opportunity in the “in-between” spaces of healthcare—connecting patients across transitions, filling the gaps where fragmentation exists, and positioning Care New England as our community’s trusted partner. That trust, and the loyalty it builds, is the foundation of sustainable growth for us.
C. Josef Ghosn, FACHE. President of AdventHealth University (Orlando, Fla.; Tampa, Fla.; Denver, Colo.): Over the next several years, AdventHealth University will be exploring ways to increase access to our high-demand academic programs, with particular emphasis on undergraduate and graduate nursing education. This growth will be driven by targeted investment in scholarship support, geographic expansion opportunities, and innovative partnerships, such as study-PRN pathways that enable students to advance their education while remaining professionally active.
In addition, while we’re growing student enrollment, we’re deeply committed to preserving and enhancing our distinctive culture. At AdventHealth University, Whole Person Education is not just a philosophy – it’s a strategic imperative. We believe that nurturing students intellectually, emotionally, socially, and spiritually prepares them to deliver Whole-Person Care. To that end, we are cultivating an environment that fosters belonging, well-being, fulfillment, and purpose, ensuring our graduates are grounded in empathy as well as clinically competent.
We are also focusing on how we can scale all of what makes AdventHealth University special: our culture, our faculty-to-student ratios, our operating systems, student space, simulation equipment and more. A cornerstone of this effort is opening the doors to our four-story AHU Simulation Center in Orlando in Summer 2026. This state-of-the-art facility will serve as a national model for immersive clinical education.
EJ Kuiper. President and CEO of Franciscan Missionaries of Our Lady Health System (Baton Rouge, La.): At FMOL Health, we are strategically positioned for substantial growth over the next 2-3 years, leveraging both organic expansion and targeted partnerships. Our focus is on extending our footprint by building upon established strengths — most notably, enhancing our transfer center operations and advancing our core service lines to better serve growing community needs. Our organization’s consistently favorable margins and strong balance sheet underscore our reputation as a reliable and attractive partner for collaboration. This financial stability has prompted several healthcare organizations to initiate discussions about joining forces with FMOL Health, and we anticipate that such opportunities will continue to arise. Collectively, these advantages provide a strategic foundation for robust, sustainable growth. By remaining proactive and focused on innovation, we are confident in our ability to drive long-term success and deliver exceptional value to our patients and partners.
Rob Chestnut. CFO of LMH Health (Lawrence, Kan.): At LMH Health, our biggest growth opportunities are in large services lines and the expansion of our pharmacy operations. We just completed a $15 million expansion of our Cancer Center. We have seen growth since its opening and believe this will continue at a significant rate over the next few years. Our next expansion is in cardiology. We have plans to complete this expansion which includes a second catheterization laboratory over the next 24 months. We already have a successful regional Orthopedics program that has great potential to grow significantly. Finally, we will have a specialty pharmacy program running by the end of 2025. Our next move in pharmacy will be to expand our retail presence in the community over the next few years.
Melvin Price. President and CEO of MCR Health (Bradenton, Fla.): MCR’s biggest growth opportunities over the next 2-3 years lie in the areas of 1) Value Based Care, 2) Clinical Trials and 3) Telehealth. However, to succeed in these ventures the proper infrastructure and technology would need to be in place for each of them. MCR is preparing by engaging with an actuary for contracts and predictive modeling with our Population Health Team for Value Based Care, acquiring expertise and responding to requests in the clinical trial arena, along with significant hardware and software support for our Telehealth Program. Lastly, MCR looks to maximize its outpatient Specialty Services and Procedures while enhancing our preventive and wellness focus. As with most institutions these initiatives will need to run concurrently while maintaining a high quality of care.
Kathy Donovan. Senior Vice President and COO of Hospital Sisters Health System (Springfield, Ill.): Over the next two to three years, the greatest growth opportunities at Hospital Sisters Health System will focus on expanding access and building a strong physician and clinical workforce to ensure patients receive timely care across primary, specialty, and procedural services. We must also invest in our facilities to create a delivery system that is modern, efficient, and capable of meeting the needs and expectations of today’s, and tomorrow’s, patients. To ensure our success, we are prioritizing partnerships with physicians, community providers, and other organizations to keep care local, improve coordination, and expand key services. At the same time, we are advancing efficiency through technology, digital solutions, and data-driven processes that elevate quality and experience. Together, these priorities position us to grow while staying true to our mission and improving the health and well-being of the communities we serve.
Sabi Singh. Executive Vice President and Chief Operating Officer of Moffitt Cancer Center (Tampa, Fla.): At Moffitt Cancer Center, our mission is to contribute to the prevention and cure of cancer. That mission drives everything we do, especially as cancer rates continue to rise across the country. Florida ranks third nationally in cancer cases, so we see a real opportunity to reach more people and reach them earlier.
Over the next few years, we’re focused on expanding access to care, accelerating innovation and making sure our teams have the tools they need to deliver the best possible outcomes. That includes bringing proton therapy to the Tampa Bay area, which allows for more precise treatment with fewer side effects. We’re also integrating artificial intelligence into our workflows to help our clinicians and staff work more efficiently and make faster, smarter decisions.
One of the most exciting developments is Speros, our 775-acre innovation district in Pasco County. It’s designed to be a hub for research, biotech partnerships and new models of care. We believe it will help us move the needle not just in Florida but nationally.
Tracy Saula. Senior Vice President and Chief Product and Experience Officer of Highmark Health (Pittsburgh): Highmark Health is a unique organization aligning payer, provider, and diversified businesses to improve the health experience for the people it serves. We see several opportunities to grow our core business and geographic reach, and diversified earnings so we can fund our Living Health strategy and expand where we deliver care. Given the recent government regulatory changes and profitability challenges in government segments, expanding outside our core business has become even more critical. Our diversified business growth has been vital to protecting us during cycles of volatility and a source of funding for our Living Health strategy. As we look ahead to our payer side, we anticipate and will prepare for a more active and competitive environment for mergers and acquisitions within the Blues market, driven by financial pressures and volatility.
Eric J. Price. CFO of Schoolcraft Memorial Hospital (Manistique, Mich.): Our biggest growth opportunity over the next two to three years would be to continue to expand access to our specialty services as well as evaluating ways to become more efficient and cost-effective for the delivery of all care areas. We are also working to improve the quality and content of data which we are capturing in order to deliver information to our Board, CEO, and key stakeholders as we navigate the next few years. Being able to understand the reasons the trends we are seeing in utilization of services are occurring will assist us in managing growth opportunities and reducing avoidable costs. Effective strategic management requires accurate, timely, and effective financial and operational metrics.
Jill Wiedemann-West. CEO of People Incorporated Mental Health Services (Eagan, Minn.): Over the next two to three years, our greatest potential lies in leveraging technology to fuel organizational growth and elevate the quality of care. As economic pressures and workforce shortages challenge our ability to meet community healthcare needs, innovative tech solutions will be key to enhancing engagement and operational efficiency — helping us rebalance and move forward with impact.
Garrick Stoldt. CFO of Saint Peter’s Healthcare System (New Brunswick, N.J.): We have several growth opportunities. First, we have multiple locations for expanding our ambulatory footprint. As more services are moving to outpatient services, a systems ambulatory services service area is even more important. Second, we have identified physician services that we can inspect specifically in subspecialties. Third, we have a number of opportunities to expand use of AI in both clinical and revenue cycle services.
Becky Stoll. Senior Vice President of Crisis Services at Centerstone (Nashville, Tenn.): At Centerstone, one of my areas of responsibility is the crisis services continuum and this is a time like no other for the crisis services field. With the third anniversary of the 988 Suicide and Crisis Lifeline just behind us, there is a renewed focus, nationally, on the need to build out the full crisis services continuum in all communities across the country. I think at Centerstone our biggest growth opportunity in our crisis service line is to find those communities with needs in this area and offer a partnership.
Natasha Rai Morris, MD. Associate Chief Medical Officer and Vice President of Clinical Services at AdventHealth (Altamonte Springs, Fla.): At AdventHealth, our growth strategy over the next two to three years is closely tied to our Vision 2030 framework, which centers on expanding access, enhancing quality, and advancing innovation. One of our most significant opportunities lies in the expansion of clinical service lines — particularly in oncology, cardiovascular care, and neurosciences.
Equally important is our investment in people. Through AdventHealth University, we’re focused on training the next generation of clinicians and leaders, ensuring a sustainable workforce for the future of healthcare. Finally, we view technology and digital transformation as a major driver of growth. Together, these strategies allow us to grow in a way that strengthens our communities, supports our team members, and fulfills our mission of whole-person care.
Kelly Johnston. Interim CFO of St. Vincent Hospital: Over the next two to three years, St. Vincent has a tremendous opportunity to deepen its role as a trusted partner in the community. Our focus will be on ensuring that access to care is clearly communicated and that the services we offer truly reflect the needs of the people we serve. This means building strategic partnerships and expanding specialty services that align with our patients’ priorities.
At the same time, we recognize that strong community care relies on a strong foundation. We are committed to investing in the health of our facility—through proper maintenance and upgrades to our aging clinic space, as well as advancing our electronic health record system. These improvements will not only sustain high-quality care but also position St. Vincent to thrive and grow in step with the community’s needs.
Kellan Tittle. CFO of People Incorporated Mental Health Services (Eagan, Minn.): Over the next two to three years, our biggest growth opportunities lie in expanding access to care with our integrated model and digital support tools. We see strong potential in building deeper community partnerships across Minnesota to reach underserved populations. Another key area is developing more culturally responsive services, ensuring care is accessible and meaningful for people from all backgrounds. Together, these efforts will allow us to broaden our impact and improve mental health outcomes statewide.
Barbara Joers. President and CEO of Gillette Children’s Specialty Healthcare (St. Paul, Minn.): At Gillette Children’s, we’re in an exciting chapter of growth — one that’s deeply aligned with our mission to serve children with complex medical needs. Over the next few years, we see tremendous opportunity in three key areas.
First, we’re expanding access to care. That means reaching more families through telehealth, regional partnerships, and community-based services. We want every child — regardless of where they live or their background—to have access to the specialized care Gillette provides.
Second, we’re investing in innovation. Our teams are advancing research in areas like neuromuscular conditions and rare diseases, and we’re using technology to personalize care and improve outcomes. Collaborations with academic and industry partners are helping us move faster and smarter.
And third, we’re strengthening our foundation — our people and our infrastructure. We’re recruiting top talent, modernizing our facilities, and building a culture where our clinicians and staff can thrive.
Ultimately, our growth is about impact. We’re not just expanding for the sake of growing — we focus on mission driven growth. The teams at Gillette are transforming how care is delivered for children with complex medical conditions. And we’re proud to be leading that change.
Peter D. Banko. President and CEO of Baystate Health (Springfield, Mass.): Like all other health systems, we see growth opportunities in outpatient and ambulatory care, digital and virtual care, and evolving our care model to be more personalized and proactive. Our biggest growth opportunities are firmly in the grasp of being far more clinician-driven and physician-led. So, this past March, we turned our Baystate Health 2030 strategic plan over to multi-disciplinary teams led by our physician service line leaders. In heart and vascular, cancer, and neurosciences care to date, physician leaders have developed and are now executing on plans to build infrastructure, improve and expand access, and strengthen and scale specific programs and services. They have also outlined clear steps to more effectively integrate with our health plan, Health New England, and decant volumes from our academic medical center to our growing community hospital network.
Dave Ressler. CEO of Aspen Valley Health (Colo.): At Aspen Valley Health, we have experienced robust and sustained orthopedic volume growth over the past several years, with a formal partnership having been established with The Steadman Clinic. The growth is coming from within our service area and as a destination musculoskeletal program offering spine and total joint (including revisions) procedures. We expect growth to continue even as we near current surgical capacity levels that are being expanded. In addition, we are developing our robotic general surgical program. More important, for us, is our growth in lives versus procedures, through our primary care practice’s expansion. We are very excited about our participation in value-based contracts through a regional Clinically and Financially Integrated Network that is developing payer partnerships while we focus on maintaining a healthy community and access to care.
Andy Anderson, MD. Chief Medical and Quality Officer of RWJBarnabas Health (West Orange, N.J.): At RWJBarnabas Health, we will grow the number of patients and families that we serve in our New Jersey communities. The progress we have made in achieving exceptional outcomes for patients including the experience we provide in our care settings will result in more patients coming to us for their health and healthcare needs. To facilitate and optimize these outcomes, we will continue to invest in our people, and in technologies including AI-powered tools to make it easier to do the work needed to achieve the very best outcomes. We will grow our talent, and grow the engagement of our employees centered around our culture and promise of total wellbeing.
Stephen Merz, FACHE. Vice President and COO of Sheppard Pratt Solutions (Baltimore): Partnerships. We are seeing many healthcare systems making significant investments in behavioral healthcare services with programs and facilities to meet this need.
Strategy. Many organizations who operate behavioral healthcare services are struggling with finding the right balance between service delivery needs and financial sustainability. For systems without behavioral healthcare services, they need support to develop strategic and operating plans.
Youth services. The pandemic may be “over,” but its lasting effects are here to stay. There is significant demand for child and adolescent psychiatry services, reaching crisis levels in many communities. Growth of these services is strong.
Angela M. Snider, MS, RN. Chief Nursing Officer of Vandalia Health Mon Stonewall Jackson Memorial Hospital (Weston, W.Va.): I foresee our organization’s biggest growth opportunities in AI/smart technology for providers and nursing staff. We could be providing more resources to our clinical teams to ensure accurate/timely documentation and decrease the FTE need related to the documentation barriers. Virtual nursing and telehealth are great starts, however there is plenty more space to capture in that arena.
Chris Ragsdale, MBA. Vice President and Chief Administrative Officer of Value-Based Care at Rochester Regional Health (N.Y.): Our biggest growth opportunities lie in three areas. First, we’re strengthening our population health infrastructure to drive better outcomes and patient experiences while diversifying our revenue streams. Second, we’re expanding and optimizing our care footprint—including virtual care — so patients can access convenient, high-quality care wherever they are. And third, we’re investing in our people, because sustainable system growth depends on unlocking the full potential of our team.
Michael Antoniades. President of UChicago Medicine Ingalls Memorial: UChicago Medicine Ingalls Memorial, our biggest growth opportunities over the next few years lie in expanding and enhancing key clinical programs that directly address the needs of our community. As a community safety-net hospital serving Harvey and surrounding areas, we are focused on strengthening Primary Care, Cancer Care, Behavioral Health (both inpatient and outpatient), Musculoskeletal services, Inpatient Rehabilitation, Surgical Services, GI/Cardiology, and Maternal Services. These areas represent critical touchpoints for improving health outcomes and access for our patients.
What uniquely positions us for success is our integration within the UChicago Medicine health system. We leverage the clinical expertise, advanced technologies, and research innovations of the University of Chicago Medical Center, the system’s flagship, to elevate the quality and scope of care we provide locally. This partnership enables us to offer comprehensive, coordinated care that combines community-based accessibility with academic medical excellence.
At the same time, Ingalls Memorial brings vital strengths to the UChicago Medicine health system. As a trusted community safety-net hospital, we provide deep local knowledge, strong patient relationships, and a commitment to serving diverse and often underserved populations. Our frontline experience in addressing social determinants of health and delivering culturally competent care enriches the system’s ability to meet the needs of the broader region. Together, we create a more inclusive, effective healthcare network that benefits all patients.
Wyatt Brieser. CEO of Hammond-Henry Hospital (Geneseo, Ill.): Our organization is “Live” as of today (9/21/25) with EPIC, which is offered as a community connect site through Unity Point. We had been with Meditech since 1999 and so this is a large investment and we will be charged with leveraging resources made available with this new EMR. We look forward to better efficiency for our clinic staff, improved informational sharing and continuity for our patients, and overall a return to cutting edge EMR functions.
We are also focusing strongly on specialty services that make sense to offer out of a rural hospital space. We have noticed over time that patients that are seeing all of their specialists in other institutions take it upon themselves to seek primary services and ancillary services there instead of keeping their care close to home. This is for improved communication and continuity as I described above. And so along with the EPIC EMR introduction, we are also adding a part time rheumatologist, a full time orthopod, and looking at opportunities for service lines like ENT, dermatology, GI, and urology. By allowing these services to stay local, we improve our community’s SDOH and help them to keep care close to home. We will be looking at partnerships with other organizations and offering creative contracting opportunities (schedule, housing, etc) in order to offer these services.
Tom Shanley. President and CEO of Ann & Robert H. Lurie Children’s Hospital of Chicago: Lurie Children’s aims to grow from a leading children’s hospital into a comprehensive pediatric health system that reaches more families where they are – delivering consistently high-quality care across every setting and elevating every family’s experience beyond medicine alone. We recently opened an outpatient center in the northwestern suburb of Schaumburg that includes behavioral health services, as well as an infusion center, multiple pediatric specialties, and a specialty pharmacy. In late 2026, we are planning to open a pediatric health center in the Austin neighborhood that will provide pediatric specialty care as well as behavioral healthcare services. Through bold community investment, innovative research, and training tomorrow’s pediatric leaders, we aim to reduce health disparities and bring curative therapies to more children, faster. Powered by our people, partners, and philanthropy, we are building a future where every child can thrive — no matter where they live.
