Becker’s asked C-suite executives from hospitals and health systems across the U.S. to share their biggest lesson from the past year.
The 36 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: What is the biggest lesson you learned in the last year, and why?
Craig Albanese, MD, MBA. CEO of Duke University Health System: Innovation isn’t just about adopting new technology—it’s about transforming the way we think AND ultimately how we do our work in servitude to those who come to us for hope, health and healing. At Duke Health, we’re focused on embracing and integrating AI, digital health, and new care models to improve patient outcomes and team member experience. Change is constant in healthcare, and a commitment to purposeful innovation, paired with a growth mindset, keeps us ahead in delivering our missions of world-class clinical care, research, education, and community health.
Erik Wexler. CEO of Providence (Renton, Wash.): What’s the biggest lesson I’ve learned over the last year? When leaders get promoted from within, it’s easy to assume you know everything there is to know about the organization. Last year, as I was preparing for my new role at Providence, I didn’t want to make any assumptions. Instead, I wanted to approach it with curiosity and hear directly from our caregivers, medical staff, leaders and board members in the field. Over the course of three months, I met with more than 4,000 people from across our seven states, from medical staff members and frontline caregivers to board members and administrators. It gave me valuable perspective and helped populate our new strategic plan for 2030. I am better prepared now as CEO, and as I have during my leadership journey I will continue to dialogue and engage with those who bring our mission to life.
Maneesh Goyal. Chief Operating Officer of Mayo Clinic Platform (Rochester, Minn.): The biggest lesson we learned last year is the incredible power of partnership. Innovation thrives on diverse data and ideas, and our global efforts are crucial in driving advancements that lead to better care for patients worldwide. Mayo Clinic Platform exemplifies this, creating an ecosystem where everyone benefits from shared presence and vision. By accelerating our collaborations around the world, we made significant strides in enabling solutions that use technology and AI to capture knowledge, tackle burnout, and reach more patients globally. This experience has reinforced our belief in the importance of leaders who drive innovation through collaboration and are dedicated to improving access to high-quality healthcare for all.
Albert L. Wright, Jr. President and CEO of West Virginia University Health System (Morgantown): In the 10 years I’ve been with the WVU Health System, we’ve grown from a five-hospital system to a 25-hospital system and started our own health insurance company. That’s a remarkable amount of growth in a short period of time, and many have asked how we have achieved and sustained it. The answer is that the system’s leadership team and I have learned that it is imperative for us as healthcare leaders to be bold decision makers in order move our organization forward. We have developed a high-risk tolerance, which is especially important now when there is so much uncertainty in Washington, D.C., and constant threats to the funding sources upon which so many hospitals, including ours, have come to depend.
Mark G. Moseley, MD, MHA. President of USF Tampa General Physicians; Executive Vice President of Tampa General Hospital (Fla.): In this past year, I have learned the importance of developing adaptive capacity as a leader and trying to build that in our leaders and teams. Adaptive capacity is our ability to adjust to change, take advantage of opportunities, and cope with obstacles. As leaders in healthcare, we are being asked to manage increasingly challenging and complicated problems that often do not have easy answers in an environment of nearly constant change. That often leads to uncertainty which can be very unsettling. In some cases, we can reduce that uncertainty with data, excellence in our execution, and the principles of high reliability. In other cases, that simply isn’t possible. In those instances, we as leaders must be able to “absorb” that uncertainty and then move forward. Developing the capacity to do this must be intentional, and I am working to build that in myself, our leadership team, and those we support.
Lisa M. Goodlett, CPA, MBA, FACHE. Senior Vice President, Chief Financial Officer and Treasurer at Duke University Health System (Durham, N.C.): To expect the unexpected always and keep your organization agile while true and aligned with its mission.
Biju Samkutty. Chief Operating Officer of Mayo Clinic (Rochester, Minn.): The most valuable lesson I learned in the past year is that agility in decision-making is just as critical as having a well-defined strategy. In a rapidly evolving environment, lengthy planning cycles and excessive consensus-building must give way to iterative execution, data-driven insights, and cross-functional collaboration. Empowering teams with clear objectives and autonomy drives better outcomes and accelerates progress. Additionally, talent and culture remain the greatest competitive advantages — while technology and processes can be replicated, an engaged and adaptable workforce drives true transformation. Ultimately, success lies in balancing a long-term vision with the flexibility to pivot as needed.
Michele Volpe. Chief Operating Officer of University of Pennsylvania Health System (Philadelphia): In light of the significant financial challenges facing healthcare systems, growing and or expense cutting will not fully get us to our goal. As leaders, we have to reimagine how we do our work.
This is not a new concept but it is more essential today than ever. Over the last year, my organization has set goals for growth and goals for expense reduction and we’ve done well in achieving them, however, with backed up emergency departments, limited bed capacity, staff that has returned to work with a different post-COVID attitude about work/life balance and proposed federal reductions that seem to be unveiled weekly, how we provide healthcare services and how we approach our work needs a new lens. Those organizations that will be most successful going forward, will look very different from how they look today.
Alan Fisher. CEO of Woodlawn Health (Rochester, Ind.): It’s difficult to plan for the future as it changes as fast as a blink of the eye. My strategic philosophy toward guiding an organization whether it be for three years or five years is fly by the seat of your pants! Although one would hope to be proactive and predictive, in this quickly changing environment it’s often difficult to forecast. So what I have learned is to set lofty esoteric goals in hope of accomplishing a few; but at the same be aware of those opportunities that suddenly present themselves!
Karen Bowling. President and CEO of WVU Medicine Princeton Community Hospital; Executive Vice President of Government Affairs at West Virginia University Health System (Morgantown): Over the past two years, one crucial lesson I’ve learned is the importance of supply chain resilience. Multiple disruptions have underscored the necessity of better resource allocation. Implementing a systematic approach, as utilized by WVU Medicine, has been instrumental in managing these challenges effectively.
Additionally, I’ve observed the significant difficulty in recruiting specialty services to community hospitals, particularly in more rural locations. Affiliating with an academic medical center and leveraging telemedicine to bridge these gaps has proven invaluable. Telemedicine has become an essential tool in enhancing access to care for many of our patients, ensuring they receive the necessary medical attention regardless of their location.
Britt Tabor. Executive Vice President and CFO of Brooks Rehabilitation (Jacksonville, Fla.): The biggest lesson I learned in the past year as a healthcare CFO is the importance of agility and adaptability in the face of an ever-changing healthcare landscape. The ongoing shifts in regulations, reimbursement models, and technology advancements have underscored the need for quick decision-making and flexible financial strategies. Moreover, I’ve realized that fostering a culture of collaboration and communication across departments, especially between finance, operations, and clinical teams, is key to making informed, timely decisions that align with both financial goals and patient care priorities. In healthcare, we can never underestimate the need for constant learning, as external forces like policy changes, new technologies, and shifting patient needs continuously reshape our approach. Embracing this dynamic environment is crucial for long-term success.
Jim Heilsberg. CFO of Tri-State Memorial Hospital and Medical Campus (Clarkston, Wash.): Lesson re-learned: Just when you think things are settled down, they aren’t.
John M. Fogarty. President of Beth Israel Deaconess Hospital–Needham (Mass.): Much of what I “learned” in 2024 was actually more about re-discovering the important leadership lessons from the past. In 2024, that was primarily to stay focused on the importance of building and maintaining strong, functional relationships with those I work with. Trust, honesty, communication, accountability, camaraderie. In times of change and uncertainty, leading without those core attributes is difficult, if not impossible.
Saad Ehtisham. Senior Vice President and President of Acute Care Operations at Novant Health (Winston-Salem, N.C.): My biggest lesson I learned last year was: Balance isn’t real. Focus on cultivating a meaningful life to avoid burnout.
I spent years chasing that work-life balance only to find out that you must live a meaningful life before you can have it. That balance isn’t real – it’s not about having this perfect mix of work and personal time. At the end of the day, if you do something meaningful and stay true to yourself, you will find your way. It won’t always be perfect, but the balance of happiness, self-care, work, and time with people you care about will come.
Steve Davis, MD. President and CEO of Cincinnati Children’s: This past year has reinforced two critical lessons. First, while technology in healthcare is evolving rapidly, we must resist chasing every new innovation without clear strategic intent. AI, digital health, and automation can transform patient care, enhance efficiency, and improve outcomes — but only when thoughtfully implemented for real-world impact. The challenge is to separate genuine value from hype, ensuring technology serves as an enabler, not a distraction. As healthcare leaders, we must stay disciplined, prioritizing solutions that align with our mission and deliver measurable benefits.
Second, the pace of change in healthcare is accelerating, making traditional change management approaches inadequate. Instead of rigid, top-down strategies, we must foster agility, resilience, and adaptability within our workforce. Change is no longer episodic — it’s continuous and will only intensify. Thriving organizations will be those that cultivate a culture of adaptability, empowering teams to navigate uncertainty, embrace innovation, and iterate quickly. Our focus must shift from managing change to building the capacity to sustain it.
Ashwani Bhatia, MD, MBA. CEO of BayCare Clinic (Green Bay, Wis.): As a healthcare CEO, the biggest lesson I learned last year was the importance of embracing discomfort in an ever-evolving healthcare landscape. Navigating rapid advancements in AI and the accompanying ethical concerns, adopting new technologies, and managing rising labor and supply chain costs amid increasingly stringent payor reimbursement rules all stressed the necessity of adaptability. Operational agility is no longer optional — it’s essential. The only way forward is to embrace change, prioritize workforce well-being, and strategically leverage technology to support and empower our caregivers.
Marschall Runge, MD, PhD. Executive Vice President of Medical Affairs, University of Michigan; CEO at Michigan Medicine (Ann Arbor): Health systems face growing challenges negotiating with payers as labor and supply costs rise while reimbursements decline. Workforce shortages drive up wages, and global pressures may further increase material costs, widening the gap between expenses and revenue. Despite record profits for payers, many negotiations have led to contract terminations or threats of termination, putting patient access at risk. Without changes to reimbursement or funding models, hospitals may struggle to sustain care quality, invest in innovation, and retain staff.
Timothy Collins, EdD. CEO of UCR Health (Riverside, Calif.): One of the biggest lessons I have learned this year is the value of humility and humble inquiry. Approaching situations with humility fosters a deeper understanding and stronger connections, whether in leadership, relationships, or personal growth. A “been there, done that” mentality creates blind spots in problem-solving. Humility has taught me to set aside assumptions, embrace curiosity, and recognize that learning is a lifelong process. Asking questions with humility is a shift in mindset that has improved my decision-making and strengthened my ability to collaborate and engage with others meaningfully.
I’ve come to realize that true insight doesn’t come from having all the answers but from being willing to humbly ask questions and listen to the answers. We may hear one another, but we don’t listen enough, and when we don’t listen, we miss out on true wisdom.
Bob Sehring. CEO of OSF HealthCare (Peoria, Ill.): Perhaps the biggest lesson learned in the last year is that we can’t get comfortable or complacent – agility is required by all organizations. This may be most critical for healthcare systems because our employees, patients and their families deserve that and depend on it.
As an organization, OSF HealthCare is navigating challenges, like many are, that exist across the healthcare landscape. We have seen reduced services to outright closure of facilities that are creating “clinical deserts” in various specialties such as OB. How can we help “fill the gaps” for those who desperately need that care? Additionally, workforce challenges continue to evolve from area to area and we must face the reality that supply chain disruptions and vulnerabilities are here to stay and we have to continue to navigate them.
Shlomit Schaal, MD, PhD. President and CEO of Houston Methodist Physician Organization: Executive Vice President and Chief Physician Executive of Houston Methodist: The biggest lesson I learned this year is the power of listening. In 2024, our Professional Fulfillment and Experience Team established our Joy in Medicine Initiative to strengthen physician wellbeing and create a culture of wellness. We conducted a listening and learning tour and visited our Primary Care Group physicians wherever they are in the Greater Houston Area. I was encouraged and humbled by their willingness to share what they love about their work at Houston Methodist and what we, the leadership team, can do to make their work environment even better. We devised our Houston Methodist Physician Organization well-being strategy according to their voice and what matters to them. That is the power of listening.
Damond W. Boatwright. President and CEO of Hospital Sisters Health System (Springfield, Ill.): I’ve come to the conclusion that healthcare organizations and the colleagues who work within healthcare are much more resilient than leaders may realize. Our entire industry came through the pandemic, fatigued for sure, but we survived. Hospital Sisters continues to face the same challenges as many of our peers, including a national workforce shortage, cybersecurity threats, workplace violence and financial stress. Yet our frontline staff, our nurses, physicians and administrative colleagues continue to provide compassionate care and healing to those we serve. And they are there to support and encourage one another. This level of resilience and commitment may be uncommon in the face of so many obstacles, but I’m convinced our Franciscan mission to provide Christ’s healing love to all people is what unites and energizes our HSHS family.
Matthew Cantonis. Senior Vice President and Chief Operating Officer of USF Tampa General Physicians (Fla.): This year was one that highlighted the value of adaptability in large academic health systems due to the constant advancements in medical research, technology, patient care practices and the uncertainty in the regulatory environment. Being adaptable as leaders enables our care teams to quickly integrate new treatments and technologies, improving patient outcomes. It also fosters a culture of continuous learning and innovation, essential for addressing complex health challenges. Moreover, adaptability helps in efficiently managing diverse teams and resourcing, ensuring the system remains responsive and resilient in the face of change.
Amit Rastogi, MD. President and CEO of Jupiter Medical Center (Fla.): At the heart of our mission is a commitment to a patient-centric approach. By prioritizing our patients in every aspect of our work, we have achieved remarkable success, as highlighted by our recent accolades. For the fourth straight year, Jupiter Medical Center has been recognized as one of the World’s Best Hospitals by Newsweek, and we consistently rank at the top of our region for quality and patient experience. Ultimately, this focus results in the best possible outcomes for our patients.
Jochen Reiser, MD, PhD. President of University of Texas Medical Branch (Galveston); CEO of UTMB Health System: For me, it has been the relentless focus on our values and culture:
It’s essential to build a culture, not just an institution: we have focused on our core values and have relentlessly made every decision with them being front and center.
We spent a good deal of time defining our identity and values and sticking to them: We are moving our missions forward based on our core values, even when the chosen path forward is with challenges or may appear to be more difficult.
We have hired for cultural fit AND competence: We were specifically identifying employees who align with the values of UTMB in addition to them having all the skills to be successful.
Donna M. McGregor. President of St. Lawrence Region, Rochester Regional Health (N.Y.): The heart of our success lies in the synergy between groundbreaking innovation and the dedication of our team. The opening of our new Regional Care Pavilion, a private patient room bed tower and expanded emergency department reinforced that while introducing state-of-the-art buildings keeps us on the cutting edge of patient expectations, our success is only possible when supported by a skilled, committed and adaptable workforce. By streamlining operations, fostering cross-functional collaboration, and leveraging innovative technology, we not only enhanced efficiency but also improved patient outcomes and satisfaction. True transformation happens when strategic execution meets the passion and expertise of our people.
David Miller, MD. Incoming CEO of Michigan Medicine (Ann Arbor): The last year has reminded me that, during times of uncertainty, it’s easy to feel overwhelmed by factors beyond my control. A valuable and enduring lesson in these moments is recognizing the power of focusing on what I can control — my mindset, actions, and responses. Said differently, the key lesson for me has been to maintain a commitment to “controlling the controllables.” By shifting my focus from uncertainty to actionable steps under my control, I can better maintain a sense of stability and resilience, ultimately helping me navigate the challenges and opportunities that emerge on a daily basis.
David Lubarsky, MD, MBA, FASA. President and CEO of Westchester Medical Center Health Network (Valhalla, N.Y.): The biggest lesson I’ve learned in the last year is that creating a model workplace isn’t just about employee satisfaction — it’s a direct driver of better patient outcomes. When healthcare professionals feel valued, supported, and engaged, they deliver higher-quality care, leading to improved safety, efficiency, and patient satisfaction. At UC Davis Health, we built a workplace culture that earned national recognition for excellence, from Forbes’ #1 ranking among public health systems to nation-leading nurse retention rates. These accolades weren’t the goal; they were the result of a deep commitment to our people. Now, at WMCHealth Network, I’m focused on fostering that same environment — because investing in our workforce is the most impactful way to serve our patients and communities.
Jill Wiedemann-West. CEO of People Incorporated Mental Health Services (Eagan, Minn.): The biggest lesson I learned in the last year is to trust my vision and that of my team. Trust is elusive, even in the best of times. The moment one has reason to question a stated direction, it can be an easy choice to pivot rather than stay the course. I’ve learned to trust that what we have set in motion is well-informed and thoughtful, and that the collective experience and views of myself and my team are solid.
Kellan Tittle. CFO of People Incorporated Mental Health Services Eagan, Minn.):
One of the biggest lessons I’ve learned in the past year is the vital importance of succession planning. It’s not just about business continuity — it’s about being proactive, starting early, and involving the right stakeholders to ensure a seamless transition of talent.
Effective succession planning requires identifying high-potential individuals, investing in their development, and being willing to move on from average performers or those who don’t align with the organization’s mission and culture. Transparency is key — not just in preparing for leadership transitions but also in addressing the emotional impact on both the immediate team and the broader agency.
When done right, succession planning shortens the path to continued success, ensuring that organizations are resilient, adaptable, and ready for the future.
Tim Riddell, MD. Chief Medical Officer of Northshore, Mississippi, GulfCoast, Baton Rouge, Acadiana and Rush Regions at Ochsner Health (New Orleans): I would say that over the last year, I’ve come to realize that pride is the biggest enemy to the success of change. Now more than ever we need to have open discourse and willingness to learn new ideas. As always, doctors need to really listen to their patients. At Ochsner, we see an opportunity to improve how we care for patients during this time of rapid digital transformation. Our programs are focused on empowering patients with technology and democratizing medical knowledge. Patients expand their understanding of disease states while physicians and other providers build trust with patients through the sharing of clinical data.
Greg Damron. CFO of University of Missouri Health Care (Columbia): In the last year, I have found a renewed connection to the mission of healthcare delivery. As a chief financial officer, it is easy to get caught up in the business of healthcare and lose sight of the real-world impacts. Since coming to the University of Missouri Health Care this past year and given our position in Mid-Missouri as a main provider of healthcare services to the region, I have really become attuned to the level of responsibility involved in both the health and wellness of the community and the cost of care to our patients and local employers. It has taken the abstraction of value based care and made it reality, particularly in light of the cost and access pressures being felt in the industry today.
Gerard Colman, PhD. CEO of Baptist Health (Louisville, Ky.): Last year reinforced the importance of honoring our legacy while staying focused on the future needs of our communities. As we celebrated Baptist Health’s 100th anniversary, it became clear that our point-of-care growth – from new facilities to expanded services – also reflects how our mission grows with our communities. Initiatives like our foundation’s Onward as One campaign, which has raised more than $125 million from more than 7,700 donors, and our 100 Days of Service, which grew to 176 days of giving back to our communities, demonstrate our ongoing commitment to our patients. We carry the responsibility to build on our strong foundation while continuously innovating to improve the health of our communities and meet patients where they are.
Darlene Stromstad. President and CEO of Mohawk Valley Health System (Utica, N.Y.): As healthcare continues to evolve in this digital age, one thing remains the same. Healthcare is about people and relationships. Technology provides support, but it is about people taking care of people in stressful and emotional situations. Change is escalating so it is more important than ever for healthcare leaders to stay connected to our staff and team members. Our resilience and flexibility remain vital to our performance.
Sham Firdausi. CFO of ScionHealth (Louisville, Ky.) – Watertown Regional: The biggest lesson I’ve learned this past year is that financial strength and strategic growth start with empathy and open-minded leadership. Playing defense isn’t sustainable and cost-cutting alone won’t secure our future. Instead, we’ve focused on thoughtful investments that improve patient care, support our workforce, and drive long-term stability. That means leveraging technology to ease staff burdens, restructuring service lines to meet evolving needs, and ensuring every decision delivers both clinical and financial value.
Most importantly, leading with transparency and collaboration has strengthened our culture. Engaging physicians, frontline staff, and financial leaders in decision-making has created alignment from strategy to execution. It’s easy to focus on numbers, but real success comes from understanding the people behind them. The leaders who balance financial discipline with compassion will be the ones who drive lasting impact.
Nick Olson. Executive Vice President and Chief Financial Officer of Sanford Health (Sioux Falls, S.D.): As we navigate an evolving healthcare landscape, two key lessons stand out. First, the most effective partnerships are built on a shared vision and mission. When cultures are aligned, teams operate with clarity and purpose — and challenges become opportunities rather than obstacles. Second, no one person can solve the complexities of delivering rural health care. Investing in high-potential leaders at all levels of an organization is essential to fostering innovation, sustaining growth and driving better outcomes for the communities we serve.
Darlene Dasent. Executive Vice President and Chief Financial Officer of University Health Network (Toronto, Ontario): The future is unknown and that is the new normal. We have seen in times past that economic turmoil can be weathered by sound business practices that take in today’s needs but also prioritizes sustainability.
There was a relative predictability to healthcare costs, but as we saw during the COVID-19 pandemic, the advent of tech innovations such as AI, and right now with significant global uncertainties, economic challenges are not the only destabilizing influences. And, in these times, a stable healthcare system is a critical foundation of society. We have to be ready to be flexible as changes and challenges come up that we have never seen before.
We have very recent examples of how, when challenged by unanticipated events, we implemented solutions almost overnight. With a proverbial switch we turned on our virtual emergency rooms, stood up mobile hospitals, reimagined supply chains and created global, collaborative research initiatives that saved lives.
