As health systems navigate rapid change in AI, digital tools and cybersecurity, one role remains foundational to consistent execution: the project manager.
At Henry Ford Health, project managers are not just facilitators, they are essential drivers of alignment, quality and delivery across the organization.
Carrie J. Clark, system director of IT Operations at Henry Ford Health, oversees one of the health system’s most mature operational functions. In an interview with Becker’s, she explains why leaders across the organization specifically request project manager involvement, how her teams support enterprise-wide change, and what skills will define the next generation of healthcare IT talent.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: How do you ensure IT operations stay aligned with Henry Ford Health’s mission?
Carrie J. Clark: I focus on three pillars: purpose, performance and partnership. When teams understand the why behind their work, they stay invested — and in healthcare, the impact is real. What we deliver directly affects patient experience and clinician satisfaction.
Partnership is equally critical. We engage closely with clinical and business leaders to make sure our solutions meet their needs, and across IT to maintain quality, integration and consistency. Clear communication and a strong operational framework help us prioritize the right work at the right time.
Q: You oversee project management, service delivery, asset management and more. What’s one improvement that has meaningfully enhanced efficiency or satisfaction?
CC: The biggest impact has come from the evolution of our project management methodology. Project management is my first love, and I’m proud of how robust and mature our approach has become. Contract PMs often tell us it’s one of the best they’ve seen.
What really stands out is that leaders across the organization now ask for PMs to be involved. That speaks to the value of consistent structure, governance and delivery. As new technologies emerge, AI, digital, and cybersecurity, we continue to refine our methodology to support complex work while staying focused on delivering on time, within budget and with quality.
Q: How has your experience teaching project management shaped how you build and motivate teams?
CC: Teaching reinforced how important it is to understand the why and to never stop learning. Project management is motivating because you can see the results of your work, and each project exposes you to new areas of technology. My PMs manage everything from Epic to security to infrastructure to construction, and that variety builds skill and confidence.
I also push my teams to exceed expectations. Meeting expectations can become status quo — but exceeding them creates pride and purpose. And Henry Ford fosters a nurturing environment where employees feel seen and valued. That makes a difference in how people show up.
Q: What mindsets will future healthcare IT leaders need?
CC: Adaptability is key. Technology is evolving so quickly that continuous learning has to be part of the job. IT leaders must also operate as strategic partners — understanding not just IT, but clinical and business needs as well. Collaboration and integration across disciplines will shape how we deliver solutions.
Q: What excites you most about the future of healthcare technology?
CC: The pace of innovation — AI, digital tools, cybersecurity, robotics, telemedicine — is incredibly exciting. Henry Ford aims to be a thought leader in this space, and that drives us to keep improving our skills.
Personally, I feel fulfilled by the work and the culture here. Investing in people, helping them feel valued and respected, and being part of meaningful change is what makes this work so rewarding. I’m grateful to be part of where Henry Ford is headed.
