In a year marked with significant healthcare financial headwinds, legislative uncertainties and significant changes, many industry financial leaders have had to zero in on a strong mindset to drive organizational success.
As we look to 2026, Becker’s connected with three healthcare CFOs to explore their individual mindsets that proved useful this year, and helped ensure success for not only their teams, but organizations as a whole.
Words like optimism, resilience and collaboration surfaced regularly, highlighting how CFOs and other industry leaders are grounding their leadership through commitment in working together, adaptability and a long-term vision, no matter what the industry throws at them.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: What’s one leadership lesson or mindset that’s helped you most as a CFO this year? How has it shaped your organization’s success?
Boyd Chappell, Vice President of Finance, CFO, Jones Memorial Hospital (Wellsville, N.Y.): The mindset I have tried to maintain throughout the upheaval of the past year has been one of resolute optimism. Much like sailors tacking into headwinds to reach their ultimate destination, the developments of the past year have required a resolute focus on long-term strategic objectives while being flexible and willing to adapt to new realities as they relate to Medicaid, 340B, and other financial headwinds. The optimism comes from the lessons learned during the pandemic; namely that by working together we can, and have, develop solutions and overcome situations, far worse than where we are currently at now. Knowing that we’ve overcome even bigger challenges in the past gives me the confidence to move forward and take on the current challenges we face.
Jenni Alvey, CFO, IU Health (Indianapolis): Resilience has been the leadership lesson that shaped our success. This year brought heavy legislative challenges and tough financial realities, yet our long-standing commitment to making Indiana the healthiest state — and ensuring care remains affordable — gave us clarity and purpose. It allowed us to approach every challenge with confidence, knowing that patient-centered care is non-negotiable. This mindset lets us handle uncertainty and respond quickly with prepared strategies and playbooks, enabling us to reinforce the values that define who we are.
Alain Sergile, Deputy CFO, Revenue Cycle and Billing, High Country Community Health (Boone, N.C.): The one leadership lesson and mindset that has helped me the most in my role as deputy CFO this year – is work to abstain from deploying our ladder of inference in acquaintance with our peer C-suite leaders, and as a matter of course. Instead, be kind to peer C-suite leaders, even when disagreeable. Their collaboration is never zero-sum, and never-ending. And resilience without sacrificing your value, is essential to maintaining a cooperative relationship.
