Metrics drive revenue cycle operations, but the people behind those results are more than just numbers. From handwritten notes to dad jokes, 14 revenue cycle leaders shared with Becker’s how they work to ensure their teams feel valued, not just measured.
Jean Bryll. Senior Vice President and Chief Revenue Cycle Officer at RWJBarnabas Health (West Orange, N.J.): In revenue cycle, it’s easy for teams to feel defined by metrics such as cash collections, denial rates and call volumes. One thing I prioritize is connecting those metrics back to our mission by regularly sharing how their work improves the patient experience and supports access to care. I also make a point to recognize individual contributions, celebrate wins and seek frontline input on process improvements. When people feel heard, appreciated and connected to a larger purpose, they feel valued, not just measured.
Joanna Caballero. Corporate Vice President of Revenue Cycle at Scripps Health (San Diego): For me, it is making sure people know I see them as more than their results. While I am a very metrics driven leader, I spend time talking with people, rounding, checking in with them. I sincerely enjoy spending this time with people, listening to what works and what doesn’t work, recognizing when they’ve done something well and making sure they understand why their work matters. I want my team to know I will hold them accountable, but I will also be their loudest advocate, invest in them and recognize what they bring to the team.
Blake Evans. System Vice President of Revenue Cycle at Rush University System for Health (Chicago): One specific thing I do to make my team feel valued, not just measured, is to consistently thank them for their leadership. Whether it is during a one-on-one with a direct report, a leadership meeting, or our monthly town hall with more than 700 team members, I make it a point to end by saying, “Thank you for your leadership.”
I believe leadership is not defined by a title or whether you have people reporting to you. Everyone has an opportunity to lead. You lead the people around you, but you also lead the tasks, workflows, processes, and responsibilities you own. By recognizing that leadership, I want my team to know that I see and appreciate more than just their performance metrics. I value the ownership, judgment, initiative, and leadership they bring every day.
MariaRita Genovese. Director of Revenue Cycle and Business Operations for MD Anderson Cancer Center at Cooper (Camden, N.J.): I make a point of recognizing the impact behind the metrics, not just the metrics themselves. Revenue cycle teams are often measured by productivity, accuracy, denials and financial results, but behind every number is a person solving problems, supporting patients and helping the organization succeed.
One thing I do consistently is give specific recognition when someone goes above and beyond whether they identified a revenue opportunity, solved a difficult patient or payer issue, helped a colleague, or improved a process. I try to connect their contribution to the bigger picture and explain why it matters.
I also believe recognition should be authentic and timely. A simple, specific “I saw what you did, and here’s the difference it made” can mean more than a generic award or scorecard.
My goal is for my team to know that they are more than the numbers they produce. We measure performance because it matters, but we recognize people because they are what make the performance possible.
Desmond Jackson, Vice President of Revenue Cycle at Monument Health (Rapid City, S.D.): I make time to acknowledge an individual’s contribution beyond the KPI — how they helped a colleague, solved a difficult problem, supported a patient or stepped up when the team needed them. I try to make that recognition specific and personal rather than simply saying, “great job.”
Sandra Johnson. Vice President and Chief Revenue Officer at MedStar Health (Washington, D.C.): I do multiple things to make my team feel valued. We have an incentive plan, we have a mentoring program, we have a monthly newsletter that includes employee highlights, anniversaries, birthdays and self-care at your desk. We have monthly town halls so they can hear directly from me. And many other things to ensure they feel valued.
Paul LePage. Vice President of Revenue Cycle at UC Davis Health (Sacramento, Calif.): One way I try to make our team feel valued, not just measured, is by sending a weekly Friday email that goes beyond revenue cycle metrics. Every week, I include a leadership lesson, a dad joke and a fun fact because I want to create a moment that reminds our colleagues we’re more than just dashboards and KPIs. It’s a small investment, but it helps build connection, reinforces personal growth, and hopefully gives everyone something to smile about before the weekend. My goal is for our team to know they’re recognized not just for what they produce, but for the people they are and the culture we’re building together.
Michelle Lewis. Vice President of Revenue Cycle Operations at St. Luke’s Health System (Boise, Idaho): One thing I intentionally focus on is creating an environment where people feel heard through consistent communication, active listening, and transparency — even when the conversations are difficult. I believe trust is built by sharing not only the wins, but also the challenges, explaining the “why” behind decisions, and being honest about what we know and what we don’t. When people know they’ll be listened to, kept informed, and treated with honesty, they feel valued as individuals — not just measured by performance — and that trust goes much further than most people realize, carrying a team through both the good times and the bad.
Angela Mauch. Senior Director of Clinical Revenue Cycle at The University of Kansas Health System (Kansas City, Kan.): I try to stay visible and accessible across revenue cycle teams. Creating a culture where people feel valued means leading with gratitude and humility; because most revenue cycle teams are not patient-facing, I remind them of the impact their work has on patient care and recognize their contributions to delivering exceptional care.
Tami McMasters Gomez. Executive Director for Mid-Revenue Cycle at UC Davis Health (Sacramento, Calif.): I believe people want to know they are making a difference, not just meeting a target. One practice I’ve maintained throughout my leadership career is recognizing team members by connecting their contributions to organizational and patient outcomes. Whether we’re improving access, reducing denials, enhancing documentation quality, or implementing new technology, I make it a priority to tell the story behind the metric. When leaders acknowledge both the results achieved and the people who made them possible, it fosters engagement, trust and a culture where individuals feel genuinely valued rather than simply measured.”
Terri Meier. Assistant Vice Chancellor Revenue Cycle at University of Arkansas for Medical Sciences (Little Rock): One concrete way I show my team they are valued, not just measured, is by keeping them on the thread when I send our weekly performance updates to the CFO. It gives executive leadership a clear view of their specific accomplishments while ensuring the team sees that their efforts are directly recognized at the top. The impact of this on the team is that it gives them visibility at the highest level and shows that their hard work is recognized, not just counted.
Kaci Ramsey, MSN, RN. Vice President of Revenue Cycle at Confluence Health (Wenatchee, Wash.): Metrics tell us how we’re performing, but people are what make performance possible. One way I make my team feel valued, not just measured, is by fostering a culture of trust, transparency and open communication where every employee’s voice is heard. I show appreciation by investing in professional growth and development and by creating opportunities for individuals to contribute, learn, and find joy in their work. By treating employees as our most valuable asset, I help ensure they feel valued not only for the results they deliver, but also for who they are.
Mike Vigo. Chief Revenue Officer at UC San Diego Health: One specific thing I do on a daily basis is to make time to understand my team as people and the beautiful individuals they are: not just as leaders responsible for goals, metrics and outcomes. My military experience taught me that people perform at their best when they know their leader has their back, especially when the mission or task ahead gets difficult to accomplish. I make a point to listen, communicate openly, recognize the work that often happens behind the numbers, and ask what my team needs from me; not just what I need from them. In healthcare, where the work can be demanding and deeply personal, I believe empathy and trust are just as important to performance as accountability. Ultimately, I want my team to know that I value who they are and what they contribute, not simply what they produce.
Gregory Wiles. Vice President and Chief Revenue Cycle Officer at Atlantic Health (Morristown, N.J.): One thing I make a point of doing is using the CEO’s and CFO’s platform to recognize the accomplishments of our team.
When a team achieves something truly meaningful, whether it’s hitting a major goal, successfully launching a new project, improving a process, or taking on expanded responsibilities, I look for opportunities to elevate that success beyond our department. I intentionally share those wins with executive leadership and, when appropriate, encourage the CEO or CFO to celebrate them publicly. With that said, it’s important to be selective. If you bring every accomplishment forward they can feel “watered down” and the recognition loses its impact. But when there’s a genuine milestone worth celebrating, having an executive acknowledge it in a town hall, leadership meeting, podcast or system-wide communication it sends a powerful message that the work matters.
The most meaningful moments are when that public recognition is paired with a personal touch, such as a handwritten note, a quick phone call, or a personal thank you from an executive. Those gestures take very little time, but they have a lasting impact on team members because they know their contributions were not only measured, but truly valued and appreciated.
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