Becker’s asked C-suite executives from hospitals and health systems, along with academic medical centers and universities across the U.S. to share what c-suite executives need in order to thrive in the near future.
The 91 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 do health system C-suites need more of to thrive in the next 5 years?
Erik Wexler. President and CEO of Providence (Renton, Wash.): Health care is at a pivotal moment. We’re navigating what I call a polycrisis, a convergence of economic, policy, technological and societal challenges that are reshaping the landscape. As health system leaders face these complexities and look to the future, fostering innovation, building resilience and leading with values has never been more essential. Earlier this year, we introduced Providence’s 2030 strategic direction, which focuses on being the best place to give and receive care, while creating a forward-looking delivery model rooted in innovation and positive change. Over the next five years, we’ll continue to take bold steps to adapt to this evolving environment and remain steadfast in our mission to serve all, especially those who are poor and vulnerable.
David Banks. President and CEO of AdventHealth (Altamonte Springs, Fla.): C-suite leaders thrive when they recognize that the best ideas don’t always come from the executive office, but instead from those closest to the work. At AdventHealth, we’ve seen real change when leaders seek feedback from frontline team members who care for patients every day – they are often the ones who see what’s needed first. This visibility enables our leaders to better understand the mindset of our patients and reshape our health care delivery around them. When C-suite leaders stay close to that reality, it leads to better decisions, stronger teams and patient-centric care.
Biju Samkutty. Chief Operating Officer of Mayo Clinic (Rochester, Minn.): Over the next five years, health system C-suites will need more courage, curiosity, and connection to thrive. Courage to challenge legacy models and redefine value beyond financial performance; curiosity to explore how emerging technologies and new partnerships can seamlessly unite the digital and physical worlds of care; and connection to ensure that innovation remains grounded in empathy and trust. The leaders who succeed will blend data and design, science and soul — reimagining health systems as learning, adaptive, and profoundly human enterprises.
Conor Delaney, MD, PhD. Executive Vice President of Cleveland Clinic; President of Cleveland Clinic Florida Market: At Cleveland Clinic, we recognize the meaningful progress health systems have made, and to keep that momentum, it’s essential to prioritize two key areas in the next five years: workforce sustainability and innovation.
That starts with attracting and retaining top talent, from leaders and physicians to the essential support services and patient-facing teams who make care possible. Everyone at Cleveland Clinic plays a role in the patient journey, which is why we consider every employee a caregiver.
To support and strengthen our caregiver workforce, we’re expanding our talent pipeline through collaborations with local colleges and apprenticeship programs, while also prioritizing well-being, recognizing contributions, and staying competitive with wage trends.
Innovation is key to supporting our caregivers, as well. For example, earlier this year, we introduced ambient listening software, or AI scribe, for our ambulatory physicians and APPs to help reduce administrative burden and allow for more focused patient care. We’re also expanding our use of Bayesian Health’s AI-enabled clinical intelligence platform in our Emergency Departments to assist in the early detection and treatment of sepsis.
Beyond AI, we continue to embrace emerging technologies, from immersive virtual reality to reduce stress for patients undergoing chemotherapy to advanced robotics that optimize space and improve efficiency in the OR.
Thriving health systems start with thriving caregivers, and we remain committed to giving our caregivers the tools they need to continue providing the highest quality care.
Heather Dexter. President of Hospital Division at Emory Healthcare (Atlanta): Health systems are at one of the most consequential inflection points in modern healthcare. To thrive in the next five years, C-suite leaders must evolve from reactive operators to anticipatory architects who unite strategic foresight, human-centered leadership, and digital fluency. The pace of change in technology, regulation, consumer expectations, and workforce dynamics demands leaders who can translate vision into execution — bridging innovation with operational rigor and accountability. At the same time, empathy, transparency, and inclusion have become strategic imperatives, fostering trust and resilience across the workforce. Digital transformation must be woven into every aspect of care delivery, guided by ethical, data-driven, and patient-centric principles. Those who combine these capabilities — vision, humanity, and digital mastery — will not only adapt to the future of healthcare but define it.
Michael Charlton. President and CEO of AtlantiCare (Atlantic City, N.J.): Healthcare doesn’t need more initiatives. It needs a better operating system — an enterprise way of running care that performs every hour of every day. The next five years will test the resilience of every health system. Policy will swing. Technology will accelerate. Workforce stamina will be strained. The organizations that thrive won’t be the ones chasing the most pilots; they’ll be the ones that can absorb disruption and keep delivering consistent, high-quality care. In other words: they won’t out-innovate; they will out-operate.
Resilience has to be designed in. It’s not a slogan or a retreat topic. It’s a leadership discipline: aligning people, pathways, and platforms so that when the world wobbles, care doesn’t. That is the imperative for C-suites today — build systems that work harder for clinicians and patients, not the other way around.
At AtlantiCare, this shift, the Health System Operating Model 2.0, is the backbone of our Vision 2030 strategy.
Talk is abundant in healthcare; commitments are scarce. Our field needs fewer secrets and more standards. Innovation isn’t skunkworks. It’s the operating system. The C-suite’s job in the next five years is to build it, run it, and scale it — so that excellence is not episodic, but everyday.
Aaron Chang. President of East Region at Jefferson Health (Philadelphia): To thrive in the next five years, health system C-suites need the courage to disrupt legacy models and the vision to lead meaningful transformation. That requires rethinking how and where care is delivered — embracing digital innovation, strengthening community partnerships, and designing locally tailored approaches that meet people where they are. From expanding access in underserved areas to integrating more in-home care, the focus must be on building systems that truly reflect the needs of each community. Equally vital is aligning payers and providers around value-based models so that outcomes, not volume, define success.
Patrick O’Shaughnessy, DO. President and CEO of Catholic Health, Long Island (NY): In a time of financial strain and growing public skepticism, accountability and transparency must begin in the C-suite and extend across the entire healthcare ecosystem. Accountability isn’t just a metric, it’s a leadership mindset rooted in humility, purpose, and mission. Hospitals, payers, and policymakers must work together to ensure care is accessible, equitable, and sustainable. When every stakeholder holds themselves to that standard, we move from finger-pointing to meaningful progress in solving the challenges facing our industry.
Patients deserve a healthcare system they can trust. Through collaboration, open communication, and an unwavering focus on delivering the best possible outcomes and patient experience at every encounter — while actively listening to feedback and driving change — we can build a system designed for both success and longevity. And that begins with those of us entrusted to provide the care.
Roberta Schwartz, PhD. Executive Vice President and Chief Innovation Officer of Houston Methodist: As we look ahead to the next five years, health system C-suite leadership must prioritize a dual focus on innovation and sustainability. It’s critical to invest more attention into leveraging transformative technologies to reshape the workforce and adopting solutions that can reduce, not just add to costs. Additionally, it’s important to identify tools that can empower our teams, improve productivity and reduce burnout, all while improving patient care outcomes. Perhaps less tangible but an equally crucial factor for C-suites is to lean on change management skills and have the fortitude to lead an organization not only through technological transformation, but also to support staff, align stakeholders and foster a culture of continuous change and adaptability.
Marie Langley. CEO of Desert Valley Medical Group (Victorville, Calif.): I’m going to be very candid — the life expectancy of healthcare C-suite executives is typically only three to five years, and much of that turnover stems from initiatives that are often self-gratifying or self-promoting. To truly adapt to the rapidly changing healthcare landscape, C-suite leaders need to become less self-focused and more mission-driven, leading with others in mind.
This may mean choosing not to implement a project that enhances an executive’s short-term reputation but places the organization in financial hardship three years later. It may also mean finding innovative ways to avoid staff reductions through better resource allocation.
Leadership in healthcare is hard work and often not immediately rewarding. But if an industry built on patient care is going to thrive, executives must learn how to ‘lead from behind’ — empowering teams, making decisions that prioritize long-term stability, and ensuring that patient care remains at the center of every strategic decision.
David Ohm. Chief Strategic Development Officer of MultiCare Health System (Tacoma, Wash.): To thrive in the next five years, health system C-suites must adopt bold, data-driven innovation while maintaining a strong connection with the communities they serve. Investment in predictive analytics, workforce transformation, and digital infrastructure is essential to enable proactive, personalized care. Forming strategic partnerships, both across sectors and within our ecosystems, will be crucial for navigating complexity and achieving scalability. Equally significant is the cultivation of adaptive leadership that can balance financial stewardship with mission-driven agility. At MultiCare, our focus is on building resilient systems that anticipate change rather than merely react to it.
Andy Olivares. COO of Lakeview Specialty Hospital & Rehab (Racine County, Wis.): Health system C-suites need to double down on people — both patients and staff. The next five years will demand emotionally intelligent leadership that prioritizes workforce well-being, inclusivity, and engagement. As challenges evolve, success will depend on creating cultures rooted in trust, empathy, and collaboration. Organizations that invest in people and purpose will outperform those relying solely on technology or financial strategy.
Dan Greenleaf. CEO of Duly Health and Care (Downers Grove, Ill.): I am not a health system; I am a scaled ambulatory hospital without walls that includes fee for services, value-based care and ancillaries.
First, never forget who you serve and why you are in the healthcare business – which is to serve patients with a more affordable, accessible, consumer friendly, transparent product that drives best in class quality and outcomes for the patient. That is Duly’s mission. The voice of the customer is always front and center.
The care givers are the heroes of our healthcare system, not the administrative state. What are you doing to enhance their lives and experiences with technology and best practice support so that their relationships with the patient remain sacred. They chose this vocation when they were 18; not many of us can say that about our job.
Innovate and automate where it particularly enhances the above: AI is and will be game changing.
Build the best team possible. This is the most important job of a CEO. Be relentless and rigorous around putting the right people in the right seats. People outgrow companies and companies outgrow people. This process never ends and has little relationship to individual loyalty but to your commitment to what is best for the organization.
Laren Tan, MD. COO of Loma Linda (Calif.) University Faculty Medical Group: Over the next five years, health system C-suites must recognize that their greatest challenge and opportunity lies not in data analytics or automation, but in rebuilding the human fabric of healthcare. Technology will continue to accelerate change, with AI streamlining clinical documentation, predicting disease risk and managing operational complexity. Yet none of these advances can substitute for the trust, compassion, and authentic relationships that define exceptional care and resilient organizations.
The health systems that will thrive are those that elevate relationships as a strategic priority between leaders and employees, clinicians and patients, and teams across departments. In a time when algorithms can interpret vital signs faster than clinicians, it is empathy and presence that interpret what those numbers mean to a human life. C-suite executives must ensure that every technological gain is matched by an equal investment in emotional intelligence, communication, and moral integrity.
Healthcare is, and always will be, a human profession powered by connection. Patients don’t remember the accuracy of predictive models; they remember how their caregivers made them feel. Employees don’t stay for efficiency dashboards; they stay for cultures of respect and belonging. The next five years will test whether our health systems can harness AI without losing their humanity.
Our future success will depend on leaders who build bridges, not walls, and who see beyond algorithms to the people they serve. True innovation in healthcare will come not from the perfection of machines, but from the depth of our relationships with one another.
Michael Weiss, DO. Vice President of Population Health at Rady Children’s Health, Orange County (Orange, Calif.): It may seem somewhat cliché, but the focus on a strong organizational culture is what will, ultimately, allow health systems to survive the tumultuous near-term future we are heading into. If associates believe in the mission, enjoy the time they spend with colleagues, and work in an environment that is aligned with their values, they will be more apt to overlook the day-to-day nuisances that would otherwise cause major disdain. We need to refocus our efforts on relationships, transparent communication, and ‘roll up your sleeves’ collaboration that builds trust and engagement.
Wyatt Brieser. CEO of Hammond-Henry Hospital (Geneseo, Ill.): In today’s healthcare environment, C-suite leaders must stay relentlessly focused on four critical priorities: strategic vision, reliable technology, advocacy at both the state and federal levels, and workforce engagement.
Strategic vision is non-negotiable. Every decision we make at the executive level has a profound impact — not just on our bottom line — but on the lives of our patients, the effectiveness of our providers, and the well-being of our employees. We must lead with clarity, foresight, and purpose.
Reliable and affordable technology solutions are essential. If we’re going to find margins and deliver greater value in care, we need technology partners who are building tools that reduce costs, improve efficiency, expand access, and ultimately help keep healthcare organizations viable. Tech must work for us — not just look good in theory.
State and federal advocacy is also vital. We need policy frameworks that enable innovation, streamline processes like prior authorization, and hold payers accountable — especially around denial reform. Without these supports, even the best tools and strategies fall short of their potential.
Lastly, none of this works without our frontline workforce. We need to attract and retain good people who are committed to delivering quality care. Their engagement is the heartbeat of any healthcare organization. As leaders, our success is directly tied to theirs.
Jim Heilsberg. CFO of Tri-State Memorial Hospital and Medical Campus (Clarkston, Wash.): Strategy that is aligned at all levels that focuses on expense management and bottom line net revenue growth.
Deborah Visconi. President and CEO of Bergen New Bridge Medical Center (Paramus, N.J.): Health system C-suites need more courage, collaboration, and curiosity to thrive in the next five years. The pace of change in healthcare — from technology and workforce shifts to payer models and community needs — demands leaders who are bold enough to challenge the status quo, partner beyond traditional boundaries, and remain relentlessly curious about what’s next. At Bergen New Bridge, we’ve learned that innovation doesn’t come from comfort; it comes from listening deeply, embracing complexity, and staying mission-focused on equitable access and community well-being.
George Mikitarian. President and CEO of Parrish Medical Center (Titusville, Fla.): Clarity and focus!
Is the health system interested in becoming a big corporate enterprise merely for the sake of higher executive salaries, where executives work out of corporate offices and merge and acquire hospitals out of their own business interests, resulting in higher healthcare costs, or, are they interested in focusing on healthcare services delivered at the local level, where the focus on quality, cost, and patient satisfaction, are their goals?
I’ve not seen many executive teams lead their organizations in doing both.
Bashar Naser. CFO and COO of CHRISTUS Southern New Mexico (Irving, Texas): For rural hospitals, the biggest challenge is to be able to recruit specialists and qualified staff to keep service lines open, protect market share and keep care close to home.
Melvin Price, DPM. President and CEO of MCR Health (Bradenton, Fla.): To thrive over the next five years, health system C-suites need more agility, data-driven insight, and a culture of innovation. The healthcare landscape is evolving rapidly — value-based care, digital transformation, workforce challenges, and patient expectations are all accelerating. Leaders must have the ability to anticipate change, act decisively, and pivot strategies when needed.
I believe integration of AI will be essential to maximizing staff potential and avoid burnout. Equally important is leveraging and assimilation of real-time data to make informed decisions, not just about finances, but also about population health, operational efficiency, and patient outcomes. Finally, cultivating a culture that encourages innovation, collaboration, and adaptability will allow organizations to attract top talent, improve patient care, and stay ahead in an increasingly complex environment.
Brad Meyer. CEO of Bluestem Health (Lincoln, N.E.): Over the next five years, healthcare leaders will need to be flexible, efficient, and ready to try new ideas. Changes in government funding, such as reduced subsidies for the health insurance marketplace and stricter rules for Medicaid, will result in fewer people having coverage. This will lead to more patients being unable to pay for care, which puts financial pressure on hospitals and clinics, especially those serving low-income communities.
To manage these challenges, innovative organizations are working to make their operations more efficient, reorganizing their infrastructure, utilizing technology to enhance care, and developing systems that can scale without incurring excessive costs. Leaders are also reviewing their financial risks, enhancing their billing and payment processes, and collaborating with local groups to support patients’ ongoing connection to care. By planning and adapting to new policies, healthcare executives can mitigate financial stress, ensure patients continue to receive the care they need, and maintain the strength of their organizations.
Trampas Hutches. Regional President of Mountain Region at MaineHealth (Portland): To thrive over the next five years, health system C-suites need more courage and nimbleness; to reimagine care models for aging populations, to wield AI as a workforce multiplier rather than a threat, and to embrace system integration not as consolidation, but as a path to consistency, equity, and trust. We must evolve from siloed hospital operators into regional and statewide health builders. That means hardwiring cultures that reward bold experimentation in things like advanced primary care, elevating physicians as co-architects of change, and leading with humanity, especially as demographics shift, burnout persists, and patients demand more personalized, accessible care. The future won’t be won by incrementalism; it will be shaped by those bold enough to redesign it.
Michelle Waller. CEO of Gateway Regional Medical Center (Granite City, Ill.): Over the next five years, hospital C-suites will need to strengthen their capacity for strategic adaptability, financial stewardship, and workforce sustainability to thrive in an increasingly complex healthcare environment. As a CEO it is clear that success will depend on leading with agility — balancing operational efficiency with renewed focus on quality outcomes and patient experience.
Health systems must invest in leadership teams capable of navigating digital transformation leveraging data analytics, artificial intelligence, and automation to improve both care and delivery and financial performance. Building a resilient and engaged workforce is equally vital; the future will require innovative recruitment, retention, and well-being strategies to combat burnout and stabilize staffing. To remain viable, C-suites must also deepen their community partnerships and payer collaborations, ensuring hospitals are positioned for value-based care while sustaining access for vulnerable populations. Above all, the next generation of hospital leadership will succeed by fostering cultures of transparency, accountability, and compassion — anchoring every strategic decision in the mission to serve patients and strengthen community health.
Vinay Bhooma, MD. President of SSM Health Medical Group, Southern Illinois; Region Chief Medical Officer of SSM Health Illinois (St. Louis): There may be more noise about various issues going on now and in the next five years, C-suite leaders need to focus on their own organization’s mission, vision and values, and not forget about the patient. We as a healthcare organization are here to help and take care of our patients in our communities.
Brian Connor. COO of WellSpan York (York) Hospital, WellSpan Health: Over the next five years, health system C-suites need greater strategic agility and organizational resilience. Thriving will depend on our ability to balance operational discipline with the flexibility to innovate around access, workforce, and digital integration. Above all, we need to cultivate leadership depth — empowering teams at every level to anticipate change, act decisively, and sustain our mission in an increasingly complex environment.
Andrew Molosky. President and CEO of Chapters Health System (Temple Terrace, Fla.): In the world today it is increasingly common to see leadership seeking to maintain brand neutrality or avoid positions and stances that could invoke tension or stoke difficult conversations. As science and human morality are under fire it will be critical for C-suites to have the courage to speak up for what is right and take positions that back their organizations mission, not just in words but through actions. The level of courage required to define – and stick to – a path to success in such a divisive and tumultuous healthcare landscape right now will only increase. Those leaders who are not afraid to run to the proverbial fire will end up being the most successful five years from now.
Wayne J. Franklin, MD. Senior Vice President of Heart and Lung Center at Children’s National (Washington, D.C.): Over the next five years, I think health system C-suites need to develop strategies on how to integrate artificial intelligence into the evolving healthcare landscape. I think many aspects of healthcare management will be affected by AI in the next five years, from direct patient care, to research, to finances, to billing and coding, to recruitment — I think all these will be significantly impacted. AI use has already started in some of these arenas, and I think that in the next few years, we’ll see a huge uptick in its application by C-suite executives. It just makes sense — harness data to help make intelligent decisions.
Craig Glover. President and CEO of FamilyCare Health Centers (Scott Depot, W.Va.): I contend that leaders within the health system C-suite must cultivate greater adaptability in the years ahead. The rapid pace of transformation within the healthcare sector, including the integration of artificial intelligence and the evolution of value-based care frameworks, is expected to increase. Leaders need to embrace the challenge of making decisions in the face of uncertainty, revamping established processes, and leading teams through periods of transformation rather than merely maintaining stability.
Jenna Everett. CEO of Silver Pine Medical Group (Sterling Heights, Mich.): Over the next five years, C-suites will need to prioritize leadership development and team resilience, AI-driven technology integration, financial agility, expanded access to care, and stronger executive alignment to thrive. With staffing challenges and regulatory shifts intensifying, executives must invest in resilient teams, optimize clinical workflows through ambient AI and EMR tools, and expand value-based care models. Enhancing access, especially via telehealth and urgent care, will be key to meeting patient demand, while evolving C-suite roles will help unify strategy across increasingly complex organizations.
David Walz. President and CEO of Madelia (Minn.) Health: To thrive in the next five years, Madelia Health’s C-suite must focus on financial sustainability through revenue diversification and strategic partnerships, such as our recent alignment with the Headwaters High Value Network. Expanding digital care tools and technology, like ambient AI, will enhance access and continuity, while workforce retention requires flexible staffing models and local training pipelines. Continued community engagement, especially in growing service areas like St. James and New Ulm, is essential to meeting rural health needs shaped by aging populations and social determinants. Operational efficiency and lean management will help preserve quality amid tight margins. Underpinning all of this is an entrepreneurial mindset. Piloting new care models, embracing innovation, and scaling what works.
Alen Voskanian, MD. Chief Operating Officer and Vice President of Cedars-Sinai Medical Network (Los Angeles):: In the next five years, health system C-suites need less noise — and more wisdom. We’re surrounded by data but starving for insight. Thriving will require turning metrics into meaning, technology into connection, and leadership into something unmistakably human.
EJ Kuiper. President and CEO of Franciscan Missionaries of Our Lady Health System (Baton Rouge, La.): For the C-suite, it is imperative to recognize that people are the most critical component of effective strategy and execution. Even the most sophisticated strategic plans will fall short without the active commitment of senior leadership and, crucially, a fully engaged frontline workforce. Sustainable success depends not only on visionary planning but also on empowering and mobilizing talent at every level of the organization to bring strategies to life.
Brett Altman. CEO of Cass Health (Atlantic, Iowa): To thrive in the next five years, health system C-suites must strategically integrate advanced technology, such as AI, to reduce the administrative burden on clinical and support staff, enabling them a renewed focus on face-to-face patient care. This is part of a broader need for resilient leadership, strengthened financial strategies, and prioritizing workforce well-being. A recent study found that using ambient AI scribes significantly reduced clinician burnout from 51.9% to 38.8% in just 30 days, which frees up time for meaningful work and professional well-being.
Aaron Daley, MD. Chief Medical Officer of Riverside Mental Health and Recovery Center (Hampton, Va.): Health systems that thrive will adopt a bold, but carefully governed, digital-first strategy: shifting appropriate care from bricks-and-mortar to scalable models like virtual visits, remote monitoring, and hospital-at-home, while using their scale to advance supportive policy and reimbursement. Leaders will deploy AI to streamline administrative burden, standardize evidence-based care, and predict patient flow — freeing clinicians to focus on what matters. Success will hinge on collaborative, data-driven partnerships with payers that align incentives in value-based arrangements. Bottom line: fewer buildings, smarter workflows, and an AI-enabled operating system for care.
Rachel Hoover. CEO of University of Maryland Faculty Physicians (Baltimore): To thrive in the next five years, healthcare C-suites need more human-centered leadership. The challenges ahead, including workforce burnout and digital disruption, cannot be solved by strategy alone. Leaders must invest in building cultures that value transparency, belonging, and trust. They will need to elevate diverse voices, empower multidisciplinary teams, and connect every decision to mission and community impact. At the same time, C-suites must strengthen their technological fluency of how data, AI, and digital care models can improve both access and sustainability. Leaders need to switch gears to integrate business acumen, operational excellence, and emotional intelligence in equal measure.
Vicky Martin. CEO of Oak Hills Behavioral Health Solutions. (Moberly, Miss): Oak Hills Behavioral Health Solutions was created to provide excellent patient care and exceptional care for the providers and staff who are taking care of others. We designed our operations around flexible thinking about schedules and responsibilities. Does a work week need to be 40 hours or five days in a row? Does a shift have to be 8 or 12 hours? What would it look like to offer options that better meet the needs of providers/staff that reduce the rates of burnout? How would thinking differently about the true value (not just the dollar signs) of our people impact the quality of patient care? What motivates our people to come in to work every day? How can we build on that knowledge to continue to engage in a meaningful way?
While we want to be mindful of the finances in organizations, the strongest predictor of organizational success is how you treat the people who are providing services – be it the physician, the nurse, the admin staff, or your housekeeping staff. Health system C-suites may benefit from actively listening to and addressing the concerns of providers and support staff. These are your frontline folks. They know what is working and not working. Invest in getting to know your people, don’t hide in your office. Get out and interact with those whose work ensures that you have a job.
Mary N. Mannix. President and CEO of Augusta Health (Fishersville, Va.): This question is so on point for where our field is in the H.R. 1 environment. Our environment has never been more dynamic and uncertain than it is right now. My team and I work with an executive coach who uses the acronym BANI (a term coined by an anthropologist and futurist — Jamais Cascio in a 2028 article called “Facing the Age of Chaos”) to describe our field right now: brittle, anxious, non-linear, and incomprehensible at times. To help us remain focused on integrating our newly approved strategic plan, which has a huge underpinning of innovation as its platform, and manage to our long range financial forecast, all in the very BANI environment of healthcare, we are using a really great framework called the Three Box Solution (author is Vijay Govindarajan). This framework is helping us as a C-suite leadership team to bring order out of chaos, find the space for innovation, while moving forward strategically and financially.
The premise of the leadership philosophy is that we have three boxes in which we as a leadership team need to live and lead:
Box 1- The present, where we must operate at peak performance in our core work as a health enterprise.
Box 3-The future, which is all about our strategic plan. Breakthrough redesigned clinical services and experiences, technology, and new business models.
Box Two- The past, where we challenge sacred cows, ideas, and practices that can inhibit innovation and the evolution of new, rich, forward thinking.
In healthcare, we do Box 1 very well, we do Box 2 pretty well, but we don’t do well with Box 2 at all. Somehow, we think winding a service down or moving off of a previously successful business practice is failure — when instead it just might represent the barrier between past successes and future success. Additionally, if we don’t do good Box 2 work, which is really hard, we will never create the bandwidth for Box 3 work—because we will be living under the crush and heavy weight of Box 1 in perpetuity.
Regardless of the framework a c-suite team might choose to use as a team, I think going through an intentional process of team building, finding a framework to bring order out of chaos, and moving through the learning curve together on that framework (and being open to the benefits of executive coaching) is an invaluable leadership development process for a c-suite. It helps build team work, maintain balance, bring joy into our work, drive performance and innovation, and lead with optimism.
Kim Brown Sims. Chief Nurse Executive of Hollywood Presbyterian Medical Center (Los Angeles): Healthcare’s future depends on how leaders lead, not just what they achieve. Compassion, curiosity, and authentic connection are essential to navigate burnout, workforce shortages, and generational change.
The best strategies come from those delivering care. C-suites must operationalize feedback loops that truly integrate bedside insights into boardroom decisions, moving from “input” to influence.
Artificial intelligence should enhance, not replace, human care. The winners will be those who deploy AI to simplify workflows, predict needs, and protect time for connection — ensuring the heart of healthcare stays human.
Systems that thrive will reimagine care delivery — taking healthcare to the patient through home-based models, virtual integration, and community partnerships that address the full continuum of need.
Sustainable transformation requires C-suite advocacy at the federal and state levels — for payment reform, workforce investment, and technology policy that supports innovation without widening inequities.
Stephanie Conners. President and CEO of BayCare Health System (Clearwater, Fla.): To thrive over the next five years, health system C-suites must embrace advanced care models that enable at-home care and the prioritization of tertiary and quaternary services for the most complex patients in the four walls of a hospital. As the largest academic health care provider in West Central Florida, BayCare is committed to ensuring no patient needs to leave our communities or state for world-class care. This requires bold investments in research, education and AI-driven technologies that streamline workflows, reduce burnout and elevate patient experiences. Building a robust academic and research foundation — including expanding our graduate medical education program to 650 positions by 2029 — and fostering strategic partnerships with like-minded organizations like Northwestern Medicine are a differentiator. Our mission-driven focus on exceptional care, safety and innovation positions us to successfully navigate the future of health care from first to last breath.
Barbara McAneny, MD. CEO of New Mexico Cancer Center (Albuquerque): C-suites need more than a five year timeline and must recognize that our current system of massive profits for corporations and bankruptcy and inadequate healthcare for the average person is not sustainable. So what they need is a vision of how to imagine healthcare when this system collapses: what should healthcare in America look like?
Corey Cronrath, DO. Chief Medical Officer of Mental Health Cooperative (Nashville, Tenn.): Health system C-suites don’t need more buzzwords, they need better math.
In the next five years, survival won’t hinge on charisma or slogans about “innovation.” It’ll depend on fluency in epidemiology, statistics, and the cost per minute of operations.
You can’t lead what you don’t understand. Leaders who grasp how dollars flow through their systems, down to the minute of a nurse’s time or the true cost of a CT scan will finally be able to align quality with sustainability. This is how we move from volume-based care to value-based care that actually values patients.
Equally vital is understanding the chronic disease and injury burden of the population served, how many surgeries, procedures, and follow-ups are truly needed and aligning resources accordingly. Integrating outcomes and predictive analytics into this view allows leaders to anticipate needs rather than react to crises, targeting interventions where they yield the greatest impact. Health systems that connect cost, capacity, and outcomes will not just survive the next five years, they’ll redefine what it means to deliver value in healthcare.
Peter D. Banko. President and CEO of Baystate Health (Springfield, Mass.): The late Rabbi Lord Jonathan Sacks said, “Leaders make mistakes. That is an occupational hazard of the role.” C-suites will need far more resilience to thrive over the next five years. Today, the easy fixes are largely gone. The industry norms aren’t going to carry us forward. The next five years will require a level of discipline and detail that often elude C-suites. We will have to take unconventional approaches to our work. So, it’s not “if” there will be setbacks. But “when” there are setbacks. It’s going to be about how we keep the team motivated, together, and aligned when the setbacks do happen. C-suites should practice assuming good intentions, suspending judgment, and asking curious questions. More than a healthy dose of grace will also go a long way here.
Jeffrey Gold, MD. President of University of Nebraska System (Lincoln, Neb.): Over the next five years those health center C-Suites that will truly thrive will be marked by leadership stability, a strong sense of mutual trust and by continually bringing the very best out of each other and the entire health center workforce. The willingness and ability to take appropriate risk and to hold each other to the highest possible standards of patient centered service will ultimately define their future of success.
Adrin Mammen. Vice President and Chief of Ambulatory Patient Access at Mount Sinai Health System (New York City): For health systems to truly thrive in the coming years, we need to stop thinking about patient access as a back-office function and start treating it as central to our strategy. Access is the front door to care. It shapes how patients see us, how providers work with us, and whether our communities feel we are there when they need us. If we don’t get it right, everything else downstream suffers.
At Mount Sinai, we’ve made a deliberate effort to elevate access at the executive level, and it’s paying off. We’ve reduced no-shows, expanded digital scheduling across specialties, and created governance that better balances supply with real patient demand. This isn’t just about efficiency — it’s about making sure patients can connect with care at the right time, in the right place, with the right provider.
Looking ahead, I believe the health systems that will thrive are the ones that see access as both a growth engine and an equity issue. By leaning into digital innovation, strengthening our workforce, and holding ourselves accountable to data, we can make access easier, faster, and fairer for every patient we serve. Better access isn’t just good for operations — it’s the key to better care.
John Mallia. Interim System CFO of Methodist Le Bonheur Healthcare (Memphis, Tenn.): Over the next five years, health system C-suites will need greater financial discipline, policy stability, and payer alignment to truly thrive. They need clearer reimbursement frameworks that reward access and outcomes, reliable capital and workforce pipelines, and technology that delivers measurable productivity gains. Simply put, we recognize that change is a constant so we will rely on organizational agility and sustained investment in care delivery to continue to fulfill our mission in this dynamic healthcare environment.
Imran Qadeer, MD. President and CEO of Allegheny General Hospital (Pittsburgh): To thrive in the next five years, health system C-suites, particularly in a quaternary care hospital setting, need to prioritize robust data analytics and predictive modeling capabilities to anticipate and respond to evolving healthcare demands. A deeper focus on integrated care models that transcend traditional siloes will be crucial for improving patient outcomes and operational efficiency. Furthermore, fostering a culture of innovation and adaptability, alongside strategic investments in digital health technologies, will be essential to meet changing patient expectations and navigate an increasingly complex regulatory landscape. Finally, given the specialized nature of quaternary care, strategic partnerships with research institutions and a commitment to workforce development will be vital for maintaining leadership in advanced medical treatments and talent retention.
Caswell L. Samms III, MBA. Executive Vice President and CFO of Nemours Children’s Health (Jacksonville, Fla.): Over the next five years, executive leadership must strengthen its capacity to lead with agility and vision, while advancing value-based care, digital transformation, and operational excellence. Achieving success will require deepening data and analytics capabilities, integrating health equity and social determinants into core strategy, and cultivating strong partnerships across communities, payers, and technology sectors.
Simultaneously, leaders must prioritize investments in workforce resilience, organizational culture, and leadership development to sustain performance amid ongoing disruption. Balancing mission-driven innovation with disciplined financial stewardship will be critical to ensuring health systems thrive as both a premier healthcare provider and a steadfast advocate for healthcare.
Paula Stabler, MSN, RN. President of OhioHealth Van Wert Hospital: As the president of a rural hospital in Ohio, I believe health system C-suites need to focus more on adaptability, collaboration, and innovation to thrive in the next five years. Leaders must embrace technology and data-driven decision-making while maintaining a deep commitment to community-based care. Strengthening partnerships, investing in workforce development, and fostering a culture of agility will be essential to navigating workforce shortages, financial pressures, and evolving patient needs.
Edward Bleacher II, MBA. CFO of St. Christopher’s Hospital for Children, Practice Group, & Foundation (Philadelphia): Meet regularly and frequently to review collective performance — not through routine report-outs where each person gives a generic update, but through deeper dialogues to understand what is working well and what requires executive attention. These conversations should engage all participants and create a safe environment for open dialogue about difficult or contentious issues, enabling consensus on actions and resolutions.
Routinely assess internal efficiency and identify process improvement opportunities, including ways to leverage artificial intelligence for automation and enhanced customer service, as ongoing reimbursement pressures demand lower costs per unit of service.
Expand partnerships through peer relationships and beyond, recognizing that continued mergers and acquisitions are reducing independent hospitals and physician practices, and consider strategies for coordinated care across pre- and post-acute settings.
Finally, proactively seek early understanding of industry disruptors such as emerging treatments like Wegovy or gene therapies.
Adam Breslow, MD. President and CEO of Children’s Primary Care Medical Group (San Bernardino, Calif.): From a cultural perspective, health system C-suites could use some increased humility. Command and control leadership just doesn’t work anymore, it’s amazing how many of those on the front line of care have great solutions to the problems of the day. We should do a better job of listening to them. From the technical side, you can never have enough of the most accurate and up to date data analysis. We have an almost infinite amount of data points to be looked at. Proper analytics ensure we make the best strategic and tactical decisions.
Derek Goebel. CFO of Altru Health System (Grand Forks, N.D.): Health system C-suites will continue to experience a pace of change unlike any other 5-year period in the past. Leaders will need to look at care delivery in a new light, creating access in new ways that lean into innovation and meeting patients where and when they want care with a growing patient need and a challenged healthcare workforce to add to the pressure. To thrive, this needs to occur with a close eye on maintaining liquidity and investing in new models at the right time. Care access and equity with ease of use for patients will be paramount for lasting success.
Technology will continue to advance at lightning pace making it nearly impossible to be on the front edge of investment though a necessity to accept AI integration and tools like ambient listening or predictive analytics will become commonplace in health systems, requiring not only financial capacity to make up front investments but there will also be a need to recruit and retain technology professionals in spaces previously not common in healthcare.
Lastly, the continuous shift in regulatory compliance and national healthcare policy isn’t likely to end anytime soon. The impending Medicare ‘fiscal cliff’ continues to close in on the healthcare system and it’s up to healthcare leaders working closely with their local, state, and federal policymakers to assist in solving a long-standing problem in a sustainable manner. To be successful, leaders must engage in the process, get involved, and help shape policy that works.
Julie Kline.CHRO of Erie County Medical Center (Buffalo, N.Y.): Creativity. We need to consider the workforce in an entirely new way due to an aging population, fewer people going to college, immigration challenges, and the declining birth rate. Rapid skill development, focused learning modules, and upskilling/reskilling programs will be critical. In the heavily dependent healthcare industry, the workforce will be impacted in a way the U.S. hasn’t been seen before.
Marylin Galimi. COO of Upstate University Hospital (N.Y.): I feel like we need more time but since that is not possible, we need to maximize the time we have. In my experience having strong teams helps facilitate the work that needs to be accomplished. A diverse team is critical, COO’s are addressing a wide range of needs for the organization. Everything from regulatory compliance, process improvement, ways to reduce costs through value analysis, aging infrastructure to strategic planning. I think it is critical to have a diverse team with various skill sets to help brainstorm solutions.
Erin Shaughnessy, PharmD. Associate Vice President of Acute Care at Rush University Medical Center (Chicago): I believe C-suite leaders need to better understand how pharmacy drives an organization’s financial health. Pharmacy isn’t just a cost center — it’s a major driver of margin protection, growth, and patient outcomes. When we focus on the right things — site of care for high-cost treatments, formulary and contracting alignment, and staying agile with 340B and drug shortages — pharmacy becomes a financial and clinical powerhouse.
The next five years will separate the organizations that treat pharmacy as a strategic partner from those that see it as overhead. Investing in pharmacy teams and giving them a seat at the table isn’t just a nice-to-have, it’s a necessity for staying competitive, compliant, and financially strong. From bedside to balance sheet, pharmacy impacts it all and needs to be included in every level of organizational strategy.
Kelly Johnston. Interim CFO of St. Vincent Hospital: The executive suite faces an extraordinary opportunity over the next five years. With rapid technological advancements and evolving regulatory frameworks, success will depend on our ability to adapt while driving operational excellence.
1. Embrace Technology and Data-Driven Decision-Making
Healthcare leaders must fully leverage technology, artificial intelligence, and automation to enhance efficiency and decision-making. For critical access hospitals, balancing cost-based reimbursement with operational efficiency is essential. Closely monitoring costs, cost-to-charge ratios, and departmental productivity will be vital. By effectively mining data, leaders can uncover insights that improve decision-making, ensure every dollar spent delivers measurable value, and strengthen both patient outcomes and financial performance.
2. Prioritize Strategic Planning and Service Alignment
Sustainable growth will require disciplined strategic planning focused on community needs. Too often, rural hospitals overextend by offering a broad range of services that dilute financial stability. Instead, leaders should identify which services are most utilized, which drive patients to seek care elsewhere, and where strategic partnerships can expand access while preserving financial health. The goal is a focused service mix that meets true community demand without compromising organizational sustainability.
3. Strengthen Advocacy and Regulatory Engagement
Staying informed and engaged with policymakers will be crucial to ensuring healthcare remains viable for local communities. This includes developing proactive programs to mitigate the impact of adverse regulations, participating in advocacy efforts, and influencing policy through education and collaboration.
Ultimately, the next few years present a defining moment for healthcare leadership. By combining strategic foresight, effective partnerships, technological innovation, and agile decision-making, we can strengthen our institutions and better serve our communities. This is our opportunity to demonstrate both resilience and excellence—proving what rural healthcare is truly capable of achieving.
John M. Fogarty. President of Beth Israel Deaconess Hospital–Needham (Mass.): To thrive in the next 5 years, health system C-suites will need to develop strategies that acknowledge three basic realities: a general population that is rapidly aging and becoming more diverse, a depleted healthcare workforce whose expectations and needs have changed radically since the pandemic and continued cost pressures related to a US health system that is ultimately not financially sustainable. These factors create complex and often conflicting needs leadership must navigate.
As America ages, consumption of health care services will continue to increase, particularly in the area of chronic diseases. At the same time, providers are becoming more dependent on government payers given the increase in Medicare/Medicaid populations and the relative decline of employer-supported health insurance. On the labor front, the supply of healthcare workers is being outstripped by demand, creating challenges in access and cost structure. To survive and potentially thrive, C-suites most encourage strategies that move aggressively away from traditional facility-based delivery—virtual care, hospital at home, patient self-scheduling and remote patient monitoring strategies that leverage technology improvements. There simply won’t be enough nurses, doctors, technicians and clerical staff to meet demand under the current delivery system and reimbursement will no longer support the current capital and labor intensive delivery system.
From a financial perspective, C-suites that have a strategy to target services that do meet the needs of the diminishing — but still substantial–commercial insurance market will thrive. Ambulatory procedures, outpatient imaging and specialized pharmacy programs and readily accessible primary care will be an important part of this strategy.
A third important part of a successful thrive strategy is C-suite advocacy. The US healthcare system is complex and has never been easily understood by both political leaders or the general population. In this area, a two-pronged advocacy effort is essential. One to employees and the general public so as to better understand the need for a redirection of system strategy and why this is essential. Secondly, system advocacy to political leadership to create an understanding that pivoting healthcare in the right direction is not a quick fix. Changing abruptly or taking a short term approach from a governmental perspective likely worsens the situation. C-suites need to advocate to both political leaders, employees and the general public for a more thoughtful, gradual approach to reform.
Debbie Harris. CFO of MiraVista Behavioral Health Center (Holyoke, Mass.): In order to continue to thrive over the next 5 years, government agencies, both Federal and State, need to work together to align reimbursement rates with the continued increases in regulatory staffing requirements. Healthcare candidates have decreased while salary requirements have increased. This has been felt from the clinical side to the administrative side. We will continue to see supply chain increases, from linen to food Service supplies.
CMS has not increased rates in alignment with the economic challenges we are all facing. Budgeting for the future is depending upon rate increases. Many staff do not understand the economics of how reimbursement works, causing distrust in hospital leadership and a perception that, ‘they only care about money.’ We are not selling a product that we can inflate, we are providing healthcare services and need to be able to supply the patient with the best care possible. In order to thrive over the next 5 years, we will need to be strategic in our staffing models, our supply chain vendors, care models and our relationships with our payers.
Steve Davis, MD. President and CEO of Cincinnati Children’s: I believe that for health system C-suites to truly thrive in the next five years, there needs to be a significant shift in mindsets. First, we need to move away from the traditional command-and-control approach and adopt a sense-and-adapt mindset. This involves being more agile and responsive to the rapidly changing healthcare landscape.
Additionally, we must transition from a hospital-centric focus to a platform-centric approach. This means leveraging technology and digital platforms to create more integrated and patient-centric care models. Lastly, it’s crucial to foster cross-functional fluency within our teams, breaking down silos and encouraging collaboration across different areas of expertise.
Paul R. Hinchey, MD. Chief Operating Officer of University Hospitals (Cleveland): As healthcare systems, our goal must always be to thrive and not merely survive. It may be an obvious point, but it’s one worth repeating: A thriving healthcare system helps our patients live healthier lives, while powering investment in our home communities in many far-reaching and creative ways.
A thriving C-suite is a significant player in making this happen – but the question is ‘how.’ At University Hospitals, the answer to this question among our C-suite leaders is to embrace adding more vision to our decision-making, and less ‘legacy’ thinking. It’s simply not enough to do things the way they’ve always been done.
The healthcare ecosystem has changed drastically over a relatively short period, from technological advancements to changing regulation and pay models and to even how our consumers think about and consume healthcare. We must embrace these changes as the new normal and evolve just as quickly — if our legacy thinking doesn’t get in the way. If we have the vision to think differently, embrace the wonder of AI and take lessons from other industries, we can make even greater strides in re-engineering our care to lower costs — while at the same time providing the safest, most evidence-based care possible. We simply can no longer deliver healthcare the same way — and we must be open to visionary ideas to make the changes our healthcare systems need and our patients deserve.
Andy Anderson, MD. Chief Medical and Quality Officer of RWJBarnabas Health (West Orange, N.J.): Health system C-suites need to increase their visibility at the front lines, including at the point of care. These interactions help fuel engagement, spark ideas, foster innovation and build purpose and culture. At RWJBarnabas, we have implemented senior leader rounds at all of our hospitals. Each week hospital C-suite executives round on front line employees and on patients and families, using a rounding tool to capture important feedback on how to improve the care environment. This has resulted in closing the loop more quickly on issues that are identified and ensuring our patients and families have the best possible experience while in our facilities. Additionally our system level leaders including our system CEO and COO regularly round at our facilities to ensure two way communication and open exchange of ideas for how to continuously improve and drive to exceptional outcomes.
Jessica Meisner, SPHR. Chief Administrative Officer of UnityPoint Health (West Des Moines, Iowa): With ongoing healthcare workforce shortages, the potential for burnout and the need to adapt to new technology, I think we’re going to see a bigger focus on people-centric leadership.
Leaders and organizations who foster connections, build trust, and create a culture where well-being and purpose are priorities will be essential.
This means C-suites need to rethink how they approach leadership development. Skills like empathy, psychological safety, and recognition are key for leaders at every level.
The most successful organizations will be those with leadership that is not only strategic, but deeply human too.
Sabi Singh. Executive Vice President and Chief Operating Officer of Moffitt Cancer Center (Tampa, Fla.): Health systems and health care in general are facing a tremendous amount of change from the market, technology, clinical advancements, patient and workforce expectations, and public policy. C-suite executives need to be able to prepare for and pivot quickly to face the scenarios that will arise over the next five years. This means understanding current performance against plans, adopting a disciplined approach to evolving those plans to address shifts in internal and external forces, and embracing innovation and rapidly changing technology to achieve more with less. Anticipate and prepare for change!
Mary Shilkaitis, MSN. Senior Vice President of Operations and COO at Rush Copley Medical Center (Aurora, Ill.): Over the next 5 years, we must prioritize workforce investment, digital transformation and financial innovation to thrive. Strengthening culture and addressing burnout will be essential to attract and retain top talent in a strained healthcare labor market. We must also lead technology innovation including AI and consumer facing initiatives to improve care and efficiency. We must accelerate our ability to diversify revenue and seek opportunities aligned with new care trends (shift outpatient settings). If we can integrate these priorities we will emerge stronger, more agile and better positioned to lead through the rapid changes.
Tenisha Grimmer. CFO of Access Community Health Centers (Madison, Wis.): For all C-Suite leaders, balancing an understanding of financial sustainability and growth with an understanding of clinical operations and needs will be critical. Financial leaders increasingly need stronger communication with and understanding of clinical functions and leaders, and clinical leaders increasingly need a stronger understanding of financial concepts and considerations as it applies to their functions. This shared understanding and respect for the work of all leaders helps to create shared ownership of organizational strategic goals and initiatives. As technology improves and efficiencies are developed, successfully communicating and ensuring that decisions are made with as much relevant information as is available requires a focus on successful communication across functions/departments.
For CFOs especially, the ability to communicate and get buy-in from clinical leaders for shared strategic management and understanding of financial goals and the budget is critical. Clinical leaders should feel comfortable reaching out to and sharing ideas with the CFO when strategizing for clinical operations. CFOs should remain open to being a strategic partner to clinical leaders and should help clinical leaders develop an understanding of what’s possible and how their ideas can be realized in a financially sustainable way. If an idea can’t be realized, ensuring that clinical leaders understand the rationale is critical. This relationship building creates trust between administrative and clinical functions. It also creates collective buy-in to the strategic plan and the goals/projects within it.
Patrick Young. President of Population Health at Hackensack Meridian Health (Edison, N.J.): In the next five years, health systems need to continue to expand access to care to meet the growing needs of an aging population. To do this health systems need to continue to use various avenues to expand access care beyond the traditional four walls of a hospital through the use of ambulatory sites, hospital at home and telehealth programs.
Expanding access to care, also means addressing the doctor and nurse shortage, only expected to worsen in the coming years. More programs like Hackensack Meridian School of Medicine’s primary care scholars to encourage medical students to go into primary medicine and our partnerships with nursing schools will best address the shortage in the pipeline of medical caregivers. Finally, health systems need to address burnout. AI tools have the potential to improve health outcomes, but we must also use this technology to reduce clerical burdens.
A combination of these tactics will allow health systems to expand access to care through more entry points in the coming years.
Lisa Tank, MD. President and Chief Hospital Executive of Hackensack University Medical Center, Hackensack Meridian Health (Edison, N.J.): First, it’s the conviction to make informed decisive, long-term investments in transformative care models. Our Helena Theurer Pavilion at Hackensack is a direct result of this—a holistic redesign of the modern medical center, not just an upgrade.
Second, this means dismantling legacy systems that impede progress and fostering an agile culture. It’s the essential shift from managing the present to proactively building the health system of the future.
Paul Richard T. Camangian, CPA, MBA. President and CEO of Our Lady of Lourdes Hospital (Camden, N.J.): C-suites need less noise and more nerve — clarity to see, courage to decide, compassion to serve. The next era of healthcare won’t be led by the loudest, but by those who lead with both head and heart.
Kathy Donovan. Senior Vice President and COO of Hospital Sisters Health System (Springfield, Ill.): To thrive in the next five years, health system executives must practice intentional stewardship and commit the right resources at the right time to achieve strategic alignment with the goals of the organization. As health systems face increasing demands and limited resources, C-suite leaders must ensure that every initiative is precisely aligned with strategic priorities and delivers measurable value. This ultimately comes down to having the courage to say “yes” to what matters most and the discipline to pause or shift work that does not.
Another area of importance is advocating for solutions at the regulatory and policy level that protect access to healthcare. The healthcare industry and legislators must collectively address the regulatory complexities, reimbursement challenges, escalating operating costs, unnecessary competition for patients and other hurdles that threaten health care access.
As a Catholic, nonprofit health system, our mission has never been about profit; it is about sustainability and viability to continue serving our patients and rural communities.
Kevin Zeng, MSN, RN. Chief Nurse Executive of Sutter Health ABSMC (Oakland, Calif.): Capability building, strategic roadmap, operation efficiency improvement, care delivery model innovation, care experience improvement are all crucial to success, however, an aligned and mission-driven workforce could supercharge innovation and organization growth. Great plans still need great people to execute! We should double down to develop our people not only for the challenging present but for the future. In the end, the best future is the one that we aim to create.
Tania Conde. President of Multy Medical Rehabilitation Hospital (San Juan, Puerto Rico): Over the next five years, health system C-suites will need greater integration in how organizational strategies are defined, especially in alignment with digital transformation.
They must promote more agile decision-making, incorporating the clinical perspective and leveraging artificial intelligence effectively designed to meet each institution’s specific needs.
Furthermore, leadership education and development, supported by the necessary financial resources, will be key to ensuring high-quality and sustainable healthcare services.
Heitham Hassoun, MD. Chief Executive of International at Cedars-Sinai (Los Angeles): We need leaders with fortitude. In our jobs as C-suite executives, our goal is to bring the highest possible level of healthcare to people where they live, and we must have the fortitude to do whatever it takes to move us in that direction.
We also need to teach the future leaders how to think and act globally but we must walk the talk first. We’re incredibly fortunate to be part of a field that exists to benefit the health and wellbeing of our fellow humans, so we have to really focus our awareness and our resources on that goal. We need leaders with the courage to be passionate about what really matters and ones who are proactive and make things happen. They don’t have to be perfect; they just have to take their skills and experience and be persistent. When you work hard and take chances, things open up in ways you couldn’t have imagined.
But, if I had to really choose one treasured value, it is authenticity. You can get a lot done when you follow your instincts. So bring a sense of freedom to your work and life and take risks when you see opportunities to make good things happen. Be bold—and keep your feet on the ground.
Dave Ressler. CEO of Aspen Valley Health (Colo.): Let’s face it, the next five years are going to be very challenging for healthcare leaders as the impacts of H.R.1 are phased in and reimbursement pressures mount amidst rising costs of inputs (workforce in particular). I believe, in the face of these pressures and also many uncertainties, resilience will be paramount for healthcare leaders. In the C-suite, I believe this takes the shape of strong team dynamics, support for one another, a safe environment that fosters creativity, and inter-generational sharing of ideas. I am a member of the boomer generation that is phasing out, while the next generations take the helm. This represents an opportunity to reenvision healthcare and how it is delivered, rather than our current volume-based and employer-sponsored model that has existed since the end of WWII and is now broken. We need new ideas and a new vision for how healthcare can be a universal right for all Americans, and how the health and well-being of our communities is our priority. I have hope and confidence that our next generations of healthcare C-suite leaders will chart a better future for healthcare.
Boris Pasche, MD, PhD. President and CEO of Karmanos Cancer Institute (Detroit): A rapid and ongoing assessment of the impact of recent government changes regarding billing, collection, and reimbursement, and how they will impact your bottom line as the leader of the system, is one strategy C-suites need to put in place to understand how to thrive in the next five years. Having a lack of regular reassessment of staffing and services based on these rapid changes can sink an institution or hospital very quickly. One reason I was attracted to this job is that McLaren Health Care, our parent organization, has an impressive ongoing assessment of these impacts twice a month, whereas many health systems only assess these issues every six months, especially in academia. It is clear to me that we all need to quickly prepare to operate efficiently with less margin.
Christopher R. Bjornberg. CEO of Imperial Valley Healthcare District (Calexico, Calif.): What do we need more of to thrive in the next five years? Adaptive leadership. Many of us understand this in theory but living it is something else entirely. In healthcare, we often begin our careers rooted in technical expertise — clinical skills, operational know-how, data mastery. But as we move up the leadership ladder, the game changes. The higher we go, the more we’re called to let go of the technical and lean into the adaptive: navigating ambiguity, leading through change, and empowering others to thrive in complexity. That shift isn’t always easy, but it’s essential.
We’re at a defining moment. The next five years will challenge us to be more agile, more visionary, and even more human. Technology will continue to reshape care delivery, and we must be fluent in digital health, AI, and data-driven decision-making. But just as critical is our ability to lead with empathy, build resilient cultures, and invest in the people who carry our mission forward. Financial discipline, innovation, and cross-sector collaboration will be key — but none of it will matter without leaders who can adapt, inspire, and guide their organizations with clarity and courage. If we embrace this shift, we won’t just keep pace with change — we’ll lead it. That is how we can thrive.
Erik Mikaitis, MD. CEO of Cook County Health (Chicago): To thrive in the next five years, health system leaders will need greater rigor and discipline in strategic planning, paired with the agility to adapt quickly as federal funding cuts and Medicaid changes reshape the landscape. We must get even more comfortable with ambiguity as uncertainty prevails.
Leaders can no longer rely on traditional reimbursement models or operate in isolation. Success will depend on building strong partnerships to share resources, data, and innovative solutions, both within and outside of the healthcare ecosystem. As pressures mount, provider organizations must double down on cultural discipline, ensuring that teams not only understand the strategic direction but are equipped and motivated to execute it.
The focus must shift decisively from volume to value, measuring success by outcomes achieved rather than services delivered. While some systems are well on their way, others, including the safety nets of our nation’s healthcare system, are more challenged in adopting these models. A high tide lifts all boats. I envision large scale partnerships to elevate value-based care models across all providers to improve not only individual and population health, but also the quality and cost effectiveness of U.S. healthcare across the board. Ultimately, resilience, both in teams and systems, will determine which organizations can sustain excellence and equity in care amid financial and operational uncertainty.
Mark Behl. President and CEO of NorthBay Health (San Francisco): In the next five years, health system C-suites will need to blend a strong people-focused culture with a forward-thinking approach to technology and AI. It’s about fostering real human connections and clarity of mission, while also making complex tech advancements simple and accessible for our teams. In other words, leaders who can demystify AI/tech and keep everyone aligned on a shared path will be those who will be the most successful. The next five years will bring some of the most transformative over the past 20 years, and with that, there is great opportunity, but also, great risk. It will take strong leadership to manage both.
Kristopher Doan. President of Augusta Medical Group at Augusta Health (Fishersville, Va.): C-suite execs are going to need more focus over the next three to five years to thrive. We have a lot of headwinds in healthcare today, with more coming, and there are lots of distractions generated from old work that is no longer relevant for the future. We are going to need to focus on our core business and innovate to remain vibrant in the future.
Garrick Stoldt. CFO of Saint Peter’s Healthcare System (New Brunswick, N.J.): The C-suite will need courage to advance AI and be willing to implement the paradigm shift that AI creates.
Arianne Dowdell. Vice President and Chief Culture and Engagement Officer of Houston Methodist: To thrive in the next five years, health system C-suites need to prioritize continued commitment to people-centered leadership, all while staying agile
and empathetic. As healthcare continues to evolve through digital transformation and workforce challenges, leaders must intentionally invest in building cultures where employees feel valued, heard and connected to purpose. At Houston Methodist, our I CARE values of integrity, compassion, accountability, respect and excellence, are the foundation of our culture, guiding us in every action and empowering our more than 34,000 employees to be a part of an engaged community both inside and outside our hospital walls.
An engaged workforce is not just a nice-to-have. It’s essential to patient experience, innovation and retention. Fostering an inclusive culture where every person is valued contributes to strength and collaboration, which are the foundation of an organization’s resilience. Ultimately, the most successful C-suite leaders will be those that understand the importance of leveraging technology to empower — not replace — the human connection at the heart of care.
Jill Wiedemann-West. CEO of People Incorporated Mental Health Services (Eagan, Minn.): In the evolving healthcare landscape, C-suite leaders must prioritize agility and trust over the next five years. Agility is essential for navigating rapid changes, making swift decisions, and adapting expectations. Success should be measured not by binary outcomes but by the insights and growth gained throughout the journey. This approach demands deep trust — trust in each other’s expertise, in the ability to challenge and collaborate constructively, and in the shared commitment to a flexible yet purposeful path toward collective goals.
Kellan Tittle. CFO of People Incorporated Mental Health Services (Eagan, Minn.): Over the next five years, C-suites must build strategic agility, leverage digital innovation, and use data to drive decisions. By doing so, we can better integrate care and improve outcomes for every dollar reimbursed. As margins tighten and the policy landscape evolves, maintaining focus on efficiency and value will be essential.
John Canning. Executive Vice President and CFO of Blythedale Children’s Hospital (Valhalla, N.Y.): I think executives that have appreciation for the application of new technology on operations, finance and clinical care are the future of healthcare. Hospitals and healthcare delivery, both clinically and operationally are still so inefficient and technology will transform it in the next five-plus years and executives who don’t understand and embrace technology will struggle.
Executives really need to invest in people that embrace these solutions and take the time to really understand the implications of applying them.
Andrew Santos. President and CEO of AdventHealth North Pinellas (Tarpon Springs, Fla.): Health system C-suites must focus more intentionally on people, not only the patients we serve, but the team members who make healing possible every day. Our greatest strategy for the future isn’t found in a balance sheet or a business plan; it’s found in our people. Leaders must build cultures where every voice is heard, every person feels valued, and every team member is empowered to make a meaningful impact. When our people thrive personally and professionally, our organizations thrive, and that’s how we’ll rise to meet the challenges ahead in healthcare.
Mark C. Clement. President and CEO of TriHealth (Cincinnati): Leading health systems to thrive in the next five years first requires shared agreement that our nation’s approach to healthcare is fundamentally broken and unsustainable. Care is fragmented and inefficient, healthcare workers are increasingly dissatisfied and disengaged, the U.S. population is growing increasingly unhealthy, and the cost of healthcare continues to rise faster than overall inflation.
Ten years ago, TriHealth faced a critical choice as we were setting the course for our system’s future. We could either double-down on a broken U.S. healthcare system – a system financed through fee-for-service payment models which unintentionally incentivized “volume” over “value” and helped to create the most expensive and “uneven” healthcare system in the world. Or, we could go to work to lead the way in fixing it. Guided by our 170-year mission to improve the health of all those we serve, our decision and the path forward were clear, we went to work on “Getting Healthcare Right” – which means delivering the right care in the right way in the right place in our care continuum to produce the right and best clinical outcomes at the right cost. And over the past ten years, we’ve made remarkable progress through our very intentional efforts to:
- Build a great, patient-centered culture through the “TriHealth Way of Leading, Serving, and Delivering Care.”
- Invest in and adopt innovative new population healthcare and financing models to proactively help our patients maintain their best health.
- Grow and strengthen our world-class physician community.
- Build a high-value network of hospitals, ambulatory campuses, and service lines.
- Eliminate health disparities and foster lasting health equity, both at TriHealth and throughout the community.
These efforts have resulted in better care that is more accessible and equitable for all those we serve, better health for our patients, and better value for our entire community. And we will continue to transform healthcare for the better in much the same way as we launch the NEXT 10 years of our ongoing work to Get Healthcare Right!
Shlomit Schaal, MD, PhD. Executive Vice President and Chief Physician Executive of Houston Methodist; President and CEO of Houston Methodist Physician Organization; Professor of Clinical Ophthalmology at Houston Methodist Academic Institute and Weill Cornell College of Medicine: Health system C-suites will thrive when they lead with both innovation and heart. The next five years will call for deeper human connection and shared purpose alongside rapid digital transformation. Technology will continue to reshape how we deliver care, but listening with empathy, acting with intention and communicating with compassion will shape who we become as healthcare system leaders. When we listen fully and respond with care, we build trust. That trust strengthens our culture and reminds every team member that they are seen, valued, and essential to our mission. At Houston Methodist, our I CARE values of Integrity, Compassion, Accountability, Respect, and Excellence anchor this belief. They guide our decisions, inspire our teams and sustain a culture where people find meaning in their work and patients receive unparalleled care.
Jafar S. Hasan, MD, MBA. Chief Innovation and Clinical Integration Officer of Cook County Health (Chicago): To succeed in the next five years, health system C-suites will need to build on the strong foundations already laid by dedicated teams across their organizations to create long-term resilience. To do so, organizations need to be collaborating at every level, from clinicians to data to strategy, to help improve the patient experience and create a care model that is sustainable in an environment that faces so much uncertainty. That will require refining system culture to further break down silos while empowering our frontline team members to shape our solutions.
At Cook County Health we do this while ensuring that the transformation is done with equity and quality in mind. We are cognizant of the clinical realities that all health systems are facing, including workforce challenges and changes to regulations, but that just means we need to be able to adapt. Being flexible in methods but rooted in mission will be critical for success as an organization.
Jason Culp. Vice President of CHOC Children’s Specialists and Administrator of Mission Hospital at CHOC Children’s (Orange, Calif.): In the current state, we appear to be only able to count on continued uncertainty and disruption. This requires leaders to think differently, shifting our mindset to a long-term strategy that views patients as customers. I listened to an excellent podcast recently that included a true industry thought leader, Pete Mcanna (President/CEO of BSWH in Texas) who nailed this new way of thinking in that: “customers” have a continued relationship with their healthcare system and will be “patients” (representing specific interactions where they received direct preventative and episodic care) at different points in their lifespan. However, to build and maintain loyalty with our customers, we have to move to provide more than the traditional episodic care – becoming the primary source for all healthcare needs and resources. When leaders make this shift – it requires a complete rethinking of what and how we provide services to our customers.
Mohan Suntha, MD. President and CEO of University of Maryland Medical System (Baltimore): Healthcare is changing fast. In the next five years, health system C-suites need more than strategic planning — they need proactive audacity. The risk isn’t just change, it’s resistance to it. Our job is to stop looking inward at our silos and start looking up and out, sitting at the table with partners, peers, and even competitors. We must actively drive the decisions shaping healthcare, not just react to the world they leave behind. Influence, don’t inherit.
Eric J. Price. CFO of Schoolcraft Memorial Hospital (Manistique, Mich.): One of the greatest challenges of the last five years has been the level of uncertainty and volatility in both operational and financial trends. This is in part due to the challenges of emerging from the pandemic and the impact that had on forecasting and volume trending and the corresponding impact on financial trends. The more complex the hospital system, the more variables get introduced into strategic planning. Having confidence in the operational and financial data and forecasts being presented at the C-suite level will be critical for effective decision-making. Having accurate projections and predictive analytics will be crucial in effectively navigating the complex operational, regulatory, and financial landscape facing the industry in the next five years.
Theresa Dawson, MSN, RN. Chief Nursing Officer of Oaklawn Hospital (Marshall, Mich.): C-suites are tackling many of the same obstacles regarding financial stability, changing reimbursement and taking on more bad debt as the country struggles with the many changes set forth in funding. This is particularly true for rural hospitals as bottom lines do not have the depth of larger systems. The challenge is to thwart off anxiety of board members, employees and patients that we serve on our ability to survive these challenges to remain open and accessible. This requires skills in communication, transparency and agility to respond to questions, changing situations and development of trust. A C-suite member must be able to articulate plans and follow up in a timely manner to questions or concerns, whether it is to employees or the community as a whole. Thriving will be dependent on leadership skill, knowledge and confidence in the areas of the future of the health care industry.
Britt Tabor. Executive Vice President and CFO of Brooks Rehabilitation (Jacksonville, Fla.): Key initiatives needed for Brooks Rehabilitation to thrive over the next five years include growing technology integration, focusing on hybrid models of care including telehealth, maximizing the development of data-driven treatment plans, integrating models of care throughout all the post-acute care continuum, managing growth in demand, and overcoming provider workforce challenges.
Conor Delaney, MD, PhD. Executive Vice President of Cleveland Clinic; President of Cleveland Clinic Florida Market: At Cleveland Clinic, we recognize the meaningful progress health systems have made, and to keep that momentum, it’s essential to prioritize two key areas in the next five years: workforce sustainability and innovation.
That starts with attracting and retaining top talent, from leaders and physicians to the essential support services and patient-facing teams who make care possible. Everyone at Cleveland Clinic plays a role in the patient journey, which is why we consider every employee a caregiver.
To support and strengthen our caregiver workforce, we’re expanding our talent pipeline through collaborations with local colleges and apprenticeship programs, while also prioritizing well-being, recognizing contributions, and staying competitive with wage trends.
Innovation is key to supporting our caregivers, as well. For example, earlier this year, we introduced ambient listening software, or AI scribe, for our ambulatory physicians and APPs to help reduce administrative burden and allow for more focused patient care. We’re also expanding our use of Bayesian Health’s AI-enabled clinical intelligence platform in our Emergency Departments to assist in the early detection and treatment of sepsis.
Beyond AI, we continue to embrace emerging technologies, from immersive virtual reality to reduce stress for patients undergoing chemotherapy to advanced robotics that optimize space and improve efficiency in the OR.
Thriving health systems start with thriving caregivers, and we remain committed to giving our caregivers the tools they need to continue providing the highest quality care.
