Becker’s asked C-suite executives from hospitals and health systems across the U.S. to share the biggest healthcare questions for 2025.
The 37 executives featured in this article are all speaking at the Becker’s Healthcare 13th Annual CEO+CFO Roundtable on Nov. 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’s the billion-dollar question facing executives in 2025?
Conor Delaney, MD, PhD. CEO and President of Florida Region at Cleveland Clinic: The billion-dollar question executives are facing in 2025 is clear: How is AI transforming healthcare right now?
At Cleveland Clinic, we’re actively implementing AI across our global health system to enhance clinical workflows, support our caregivers, and ultimately improve patient experiences. In February, following a successful pilot that yielded overwhelmingly positive feedback, we began enterprisewide deployment of the AI scribe tool in collaboration with Ambience Healthcare. This is already proving to be a game-changer by reducing administrative burden, easing clinical burnout, and giving our providers more time to focus on what matters most: caring for patients.
With the continued use of AI, patient safety and transparency will remain at the core of our approach – and we’re only beginning. Looking ahead, we are preparing for the upcoming launch of the LARS (Lower Anterior Resection Syndrome) support tool, designed to assist patients living with colorectal cancer in managing their condition more effectively. Led by Dr. Marylise Boutros, it will provide real-time education and support through a global database of expert knowledge, empowering patients with trusted, AI-curated insights to guide their health journey.
At Cleveland Clinic, every advancement with the help of AI is grounded in one goal: to make care more compassionate, connected and effective. We’re not just adopting the tool, rather we’re shaping its role in the future of medicine and redefining what’s possible.
Maneesh Goyal. COO of Mayo Clinic Platform (Rochester, Minn.): The billion-dollar question: who can turn innovation into real-world impact at scale and at the point of care?
The health tech space is overflowing with brilliant ideas. But only a small fraction of these ideas actually makes it into clinical workflows, impacts outcomes, and scales across healthcare systems.
The real challenge is to bridge the gap between innovation and implementation.
Turning breakthrough ideas into better patient care and better outcomes at scale is the billion-dollar challenge. And Mayo Clinic Platform is one of the first platforms working with both innovators and providers bridging that gap, driving adoption, and building trust.
Marschall Runge, MD, PhD. Executive Vice President of Medical Affairs at University of Michigan; CEO of Michigan Medicine (Ann Arbor): The billion-dollar question facing healthcare executives in 2025 is twofold. First, how rapidly and to what extent should we implement artificial intelligence solutions — and should we adopt vendor-driven models, develop internal capabilities, or pursue hybrid approaches? The urgency is compounded by the need to ensure that any AI integration aligns seamlessly with existing infrastructure, particularly electronic medical records (such as Epic) and enterprise resource planning systems, to avoid further fragmentation.
Second, leaders must navigate an increasingly volatile financial landscape marked by real and potential disruptions: uncertainty around Medicare and Medicaid funding, mounting threats to 340B program revenue, and broader regulatory unpredictability tied to both federal policy shifts and election-year dynamics. Add to that rising labor costs, payer negotiations that erode margins, and capital market constraints that limit investment in innovation. These challenges demand not just operational efficiency but also strategic agility and a willingness to lead through ambiguity. Success will hinge on bold but informed decision-making, underpinned by data, collaboration, and a long-term vision for value-based, technology-enabled care.
Craig Albanese, MD. CEO of Duke University Health System (Durham, N.C.): Amid unprecedented volatility, resource constraints, and technological disruption, how can healthcare executives rapidly adapt and transform their organizations to sustainably deliver high-value care, optimize operational efficiency, and preserve workforce resilience and empathy?
Mary Frances Southerland. Chief Administrative Officer of UVA Health (Charlottesville, Va.): Federal policy change, including reimbursement, is the literal billion-dollar question. The downstream impact of the potential loss of funding is top of mind as we contemplate what these cuts will do to the funding mechanisms of an academic health system with missions in research and education alongside clinical care and community outreach.
There are a number of proposals that potentially pose serious risks to safety-net hospitals and teaching institutions so we will need to pay close attention to the shifting landscape. In addition, we are carefully watching the implications that tariffs may have on our operations and capital planning. Finally, leaders are also watching how executive orders and judicial decisions could affect various programs, workforce pipeline efforts, and the broader regulatory environment for patient access and innovation.
James F. Dover. President and CEO of Avera Health (Sioux Falls, S.D.): Innovation in the age of uncertainty isn’t just a buzzword — it’s a necessity. As healthcare finances are threatened by private and public funding reductions and nonprofit healthcare is under increasing pressure, we must also lean into technologies like artificial intelligence and telehealth and new ways to develop workforce to ensure rural and underserved communities aren’t left behind. The future of high quality, equitable healthcare depends on our ability to adapt, collaborate and innovate to provide care to our patients and communities.
Gerard Colman, PhD. CEO of Baptist Health (Louisville, Ky.): In 2025, healthcare leaders are navigating the ongoing work of expanding access while ensuring quality and an exceptional patient experience. Additionally, it’s essential to consider shifts in the economic landscape and changes in healthcare policy, including factors such as inflation, funding adjustments and evolving regulations, all of which require us to remain agile in our strategies. At Baptist Health, we’re making significant strides through more than $715 million in expansion projects last year to enhance care and reach more patients where they are. From opening new facilities to advancing pharmacy services that support both patients and employees, every investment reflects our long-term commitment to building healthier communities. That momentum will continue as we work to bring care closer to home, including a focused effort on growing our primary care network, which plays a critical role in connecting patients to the care they need.
Rick Carrico. CFO of Baptist Health (Louisville, Ky.): Technology continues to reshape how care is delivered, and Baptist Health sees that as an opportunity to further connect with patients. We’re addressing this by strategically investing in both people and technology – expanding our provider network, opening new facilities and enhancing digital tools that improve access to care. We’ve seen continued growth across all our digital health offerings, including virtual visits and tools like Care Finder, which shows that patients value convenience and are increasingly making these resources part of their routine care. By simplifying steps such as appointment scheduling and offering hybrid care models, we’re making it easier for individuals to manage their health on their terms. Our focus remains on creating a more seamless, personalized experience across every touchpoint.
Peter D. Banko. President and CEO of Baystate Health (Springfield, Mass.): How do you execute on a winning consumer-centric access strategy? We are all currently mired in solving workforce challenges, inflationary pressures, seemingly daily regulatory changes, aging demographics, and endless technology needs. In the meantime, the executives that answer the question and deliver on the answer on how to make all aspects of the health system – hospitals, physicians, providers, and health plan in an integrated fashion – seamlessly accessible for everyone (and I mean every unique individual) in the communities they serve is the “winner.” Game over. You get the billion dollars. No prizes for second place. You drive health and health care for your market and adjacent markets for the next decade.
John Mallia. Interim CFO of Arnot Health (Elmira, N.Y.): As the CFO of a safety net health system, my billion-dollar question is how much is governmental reimbursement going to decline – especially Medicaid – and how will commercial payers step up to fill the gap?
Albert L. Wright, Jr. President and CEO of West Virginia University Health System (Morgantown, W.Va.): The big question facing leadership teams like ours that lead rural health systems in impoverished regions of the country is how we continue to provide the types of care our citizens need in a cost-effective and accessible manner while facing funding cuts at the state and federal level. Our health system is headquartered in West Virginia, which ranks at or near the bottom in many health metrics. We have higher-than-average rates of obesity, heart disease, cancer, diabetes, and other chronic illnesses. Our patients often do not have the means to travel great distances to receive highly specialized care, so we have to bring as much as we can to them.
However, with cuts to everything from Medicaid to research into more effective treatments for the conditions that most plague our state and region, how we sustain that in the long-term and in the face of an increasingly aging population is one of the issues that keeps us up at night. With so much uncertainty, there’s no clear answer right now, but we’ll have to remain steadfast in our commitment to ensuring that our patients have access to the care they’ve come to expect from us.
Gina Hawley, DrPH. COO of University of Utah Hospitals and Clinics (Salt Lake City): The billion-dollar question is how we can navigate internal pressures like workforce, finances, capacity constraints, and technology, while also managing external challenges like regulatory changes, federal policies, and reimbursement issues. Healthcare leaders must balance these elements, especially during times of unprecedented changes. At University of Utah Hospitals and Clinics and U Health, we’re continuing various efforts through our financial, operational, and capacity plans, while also keeping a close, data-driven eye on external shifts and possible impacts to our patients, teams, and communities.
Ashwani Bhatia, MD. CEO and CMO of BayCare Clinic (Green Bay, Wis.): How do we safeguard supply chain resilience and affordability while navigating new tariffs, political uncertainty under a new administration, and rapid tech integration (e.g. AI and wearables) without compromising patient care or bottom-line performance?
Tariffs and Global Trade Tension – With shifting U.S.-China relations and possible new tariffs on medical supplies, pharmaceuticals, and tech components, healthcare systems face rising input costs. Do we localize supply chains for control and predictability or continue relying on global suppliers to contain costs?
New Administration and Policy Shifts – The new administration could bring changes to drug pricing reform, Medicare reimbursement, value-based care models. How do we remain nimble amid regulatory shifts while planning three to five years out?
Technology Acceleration – AI diagnostics, hospital-at-home models, and wearables are accelerating care decentralization but raise concerns around data privacy, clinical oversight, and reimbursement. How do we adopt cutting-edge tech without widening disparities or overwhelming clinical workflows?
Michael Antoniades. President of UChicago Medicine Ingalls Memorial: Hospital executives face a number of a billion-dollar headwinds: how to navigate a relentless convergence of financial, regulatory, and workforce challenges that threaten the healthcare industry’s survival. Potential cuts to Medicaid and possibly Medicare, coupled with uncertainty surrounding the 340B program and NIH funding, create significant headwinds, requiring intense advocacy to ensure legislators understand their catastrophic impact on hospital stability.
Private insurers exacerbate the crisis by denying claims at unprecedented rates, choking cash flow as hospitals provide expensive care without reimbursement. Tariffs add another layer of complexity, potentially disrupting supply chains and driving up costs including medications further straining budgets.
Compounding these pressures, recruiting and retaining physicians and clinical professionals has become a critical challenge. Workforce shortages, fueled by burnout, retirements, and competitive markets, inflate labor costs and hinder care delivery, threatening quality and access. Each issue — whether funding reductions, claim denials, supply chain disruptions, or staffing crises — carries the potential to force vulnerable hospitals into deep financial issues that many will not be able to recover from.
Executives must deploy strategic foresight, operational efficiency, robust recruitment initiatives, and innovative retention strategies to safeguard financial health and ensure sustainable care delivery in this precarious landscape; and yet many hospitals will not be able to weather the storms.
Trampas Hutches. Regional President of Mountain Region at MaineHealth (Portland): How do we transform an unsustainable care delivery model into one that is affordable, equitable, and aligned with what patients truly need — before the system collapses under its own weight?
As a regional president at MaineHealth, I see firsthand how workforce shortages, rapidly aging populations, financial instability, and consumer expectations are converging to demand bold action.
We must radically rethink partnerships, risk-based models, and the role of technology — not just to cut costs, but to rebuild trust and relevance in the communities we serve. The challenge is less about innovation and more about execution at scale, across deeply entrenched systems. Our future depends on whether we can lead that transformation with urgency, humility, and a clear sense of purpose.
Helen Johnson, RN. CEO of Helen Newberry (Mich.) Joy Hospital & Healthcare Center: The multi-billion dollar question facing healthcare executives is what is going to happen with probable Medicaid cuts? This is especially impactful in small, rural communities where a significant amount of healthcare programs can exist only because of Medicaid funding. Programs at both ends of the spectrum will be hit, including nursing homes and OB units. It will jeopardize access to these services for everyone, not just our lower income families.
John M. Fogarty. President of Beth Israel Deaconess Hospital–Needham (Mass.): How best to stabilize both the physician and employee workforce is the most significant billion dollar question I can see facing healthcare leaders today. Successfully answering this question will involve using technical strategies like better deployment of AI, but also better engagement of both physicians and employees in improving workflow by involving them in workflow redesign in meaningful ways and showing appreciation for their achievements.
Karen Bowling. President and CEO of WVU Medicine Princeton Community Hospital; Executive Vice President of Government Affairs at West Virginia University Health System: I believe it revolves around how we can continue to provide high-quality, patient-centered care while navigating labor shortages and rapid advancements in pharmacological and technological fields. This challenge is multifaceted and affects not only nursing but also various allied health professions. We are confronted with physician shortages in both primary care and specialties, which adds another layer of complexity.
Finding creative solutions that meet patient needs is essential, especially when ensuring that the latest technologies and pharmacological interventions are accessible to patients in rural areas. Balancing these aspects while maintaining excellence in patient care is indeed the billion-dollar question that will shape the future of healthcare.
Marie Langley. CEO of Desert Valley Medical Group (Victorville, Calif.): Healthcare, like many industries, continually faces complex and evolving challenges. One of the most pressing and widely discussed topics today centers around healthcare policy and funding. While there is widespread consensus on the urgent need for reform, progress is often hindered when initiatives are launched without sustained support, only to have critical resources withdrawn midstream.
This inconsistency not only undermines long-term planning but also places immense strain on healthcare systems that are already stretched thin. As we navigate these shifts, adaptability becomes essential — especially for organizations committed to serving vulnerable populations.
One of the most significant areas expected to be impacted is Medicaid funding. Any reduction or restructuring in this area will disproportionately affect underserved communities that rely on these programs for access to essential care. As leaders in healthcare, we must remain vigilant, advocate for stability, and continue seeking innovative solutions.
Elaina Schnoebelen, MSN. COO and Chief Clinical Officer of Kindred Chicago North Hospital: I am sure this question will be different depending on what role you have in an organization. As the COO/CCO of a Specialty Acute Care Hospital, I cannot help but focus on the patients and ask how we are going to staff all of our hospitals as nurses retire and the Baby Boomers now need nursing care. Look to any acute care hospital and labor is usually the main cost as we need to pay higher wages to attract safe adequate nursing coverage. How do we solve this? Great question. Definitely need to start at the beginning by supporting the academic end and assuring we have enough trained clinical instructors and programs to accommodate the next generation of nurses. If not, will I have a nurse to care for me when that time comes. Maybe not.
Jim Heilsberg. CFO of Tri-State Memorial Hospital and Medical Campus (Clarkston, Wash.): How to survive and be in business in 2 years.
Michelle Joy. President and CEO of Carson Tahoe Health (Carson City, Nev.): “How can we deliver better outcomes, greater access, and a sustainable financial model all at the same time?” Healthcare and hospitals especially were hit hard during COVID. Costs continue to increase for labor, supplies, drugs, and equipment while reimbursement is stagnant or shrinking. Patients expect convenient, accessible care, while workforce shortages (nurses, physicians, technicians) are creating delays in care and reducing access to needed services. And for organizations with significant Medicare and Medicaid populations, the old financial models are not sustainable. We need to continue to embrace innovation and transform how we deliver care to ensure the long-term resiliency and viability of our organizations.
Deborah Visconi. President and CEO of Bergen New Bridge Medical Center (Paramus, N.J.): The billion-dollar question facing healthcare executives in 2025 is: How do we build a sustainable healthcare system that delivers equitable, high-quality care while navigating relentless financial, workforce, and technological pressures?
We’re at a critical inflection point. The demands on our systems are greater than ever — driven by higher acuity patients, an aging population, mental health and addiction crises, health disparities, and a fatigued workforce. At the same time, we are innovating, integrating AI responsibly, and assuring that we deliver the care our communities need in an affordable manner.
Leaders must find new models that balance mission with margin, community care with cutting-edge technology, and compassion with efficiency. It’s not just about managing the present — it’s about reimagining the future of healthcare with resilience, purpose, and equity at the core.
Rob Brooks. President and Interim CEO of St. Christopher’s Hospital for Children (Philadelphia): One of the most pressing questions facing health systems and hospitals nationwide is what changes may be coming to Medicaid. At St. Christopher’s Hospital for Children – where we serve the highest percentage of Medicaid patients of any freestanding children’s hospital in the country – preserving this critical funding is essential to our mission. It ensures we can continue delivering the comprehensive, high-quality, and accessible care that all children need and deserve.
Andrew Molosky. President and CEO of Chapters Health System (Temple Terrace, Fla.): The billion dollar question facing executives in 2025 is intriguing as it is not a single answer so much as an attitudinal gauge. 2025 is very certainly the year of uncertainty. Uncertainty around new or evolving federal and state polices, uncertainty around traditional reimbursement structures and sources, uncertainty around the capital markets and investment markets, and perhaps most impactful uncertainty around the workforce trends so consistently dependent upon cost-of-living, wages, etc. When there is this much uncertainty it presents a crossroads for organizations to either sit on the proverbial sidelines and wait out the unknown or to forge ahead bravely, albeit blindly into new endeavors. There likely isn’t a single answer befitting all but occasionally these windows come along to define your organizational approach to risk tolerance and strategic planning and what one does with them is telling.
David Lubarsky, MD. President and CEO of Westchester Medical Center Health Network (Valhalla, N.Y.): The $880 billion question in 2025. What happens when millions are quietly dropped from coverage — and the tab lands squarely on the backs of America’s hospitals? It’s not just deferred care; it’s a ticking time bomb of preventable emergencies, avoidable admissions, and a slow-motion collapse of access in underserved communities. Emergency departments are morphing into the nation’s primary care safety net — without the funding, staffing, or policy support to match. This isn’t belt-tightening; it’s asking healthcare systems to hold the line on a battlefield they didn’t choose, with lives and livelihoods hanging in the balance.
Derek Goebel. CFO of Altru Health System (Grand Forks, N.D.): In 2025, the billion-dollar questions facing hospital executives revolve around balancing regulatory changes, new pressures from proposed Medicaid changes, and what we’ll see as lasting impacts of tariffs on global trade. In an industry with already narrow margins, programs like 340B and Medicaid Expansion can be the difference between a positive year and a very negative one.
Additionally, leaders must also understand how to leverage new technologies and AI to best serve patients while keeping costs low and value a top priority. Capital investments to advance these new tools can be significant with little certainty to the long-term ROI but simply sitting on the sidelines can prove costly as well.
Chris Nicholas. CEO of Renown Regional Medical Center (Reno, Nev.): After years of clinical challenges with COVID and financial headwinds post-pandemic, we have invested considerable time and resources into establishing our new people-first culture, re-hardwiring the fundamental best-practices in care delivery, patient experience, and operational processes, and investing in our leaders. To refer to Jim Collins’s “Good to Great” concept, have we done enough in the short time to establish/preserve the core to be prepared to stimulate change as the pace and volume of change is faster and greater than quite possibly ever before in our country and industry.
Amit Rastogi, MD. President and CEO of Jupiter (Fla.) Medical Center: The billion-dollar question facing healthcare executives is how to balance the increased opportunities presented by artificial intelligence with the necessity of providing human-centric patient care. The advancement of AI offers a tremendous opportunity for the health care industry, but it is important to remember that it will not replace the need for healthcare providers. At Jupiter Medical Center, we continue to invest in cutting-edge technology to augment our world-class physicians. We have implemented AI tools like VizAi for stroke care, Optellum, a system that assists in the early detection and diagnosis of lung cancer, and the da Vinci 5, which features an AI platform. The benefits for physicians and patients are clear: we can enhance accuracy and precision by integrating AI tools into our patient-centered care approach. The result is improved quality of care and a superior overall patient experience.
Rick Hundorfean. COO of Charleston Division at Medical University of South Carolina (Charleston): A key question facing executives in 2025 is how to strategically integrate artificial intelligence into their core operations without compromising data privacy, potential for harm, ethics, explainability (how decisions are being made), workforce stability and training and adoption of AI, and long-term innovation. There is no doubt that AI is going to rapidly reshape how our work is done. There is great hope that we will produce better outcomes, drive efficiency, provide better customer experiences and become more cost efficient. We also know there is a clear need for standardized guidelines and clear legal responsibilities to ensure safe and ethical implementation of AI in healthcare.
Greg Damron. CFO of University of Missouri Health Care (Columbia): We are in a truly unprecedented era of uncertainty. Academic medical centers, being at the crossroads of clinical delivery, education, and research are particularly exposed on a number of fronts to healthcare and fiscal policy changes, some of which are changing literally by the hour. Whether it is the potential for cuts to the Medicare and Medicaid programs, effects of funding changes on clinical research and medical schools, or trade and tariff policies, the billion dollar question, quite literally, is how do we plan around all of this in order to maintain long term stability and to keep reinvesting to deliver on our promise of delivering high quality clinical care, creating the next generation health care work force, and continuously pushing the boundaries of science and innovation? There are so many scenarios that have to be considered and planned against that it would not be hard to get paralyzed and be reactive to change versus being able to chart a steady course through the turbulence.
Jose Acevedo, MD. President and CEO of UR Medicine Finger Lakes Health (Geneva, N.Y.): The billion-dollar question is, “How will we be impacted by all the executive orders being issued by the federal government?” At UR Medicine Finger Lakes Health, we provide healthcare to rural communities. Many proposed changes could affect the financial viability of community hospitals in rural areas, including site neutrality, changes to the 340B program, reduced Medicare and Medicaid reimbursement, challenges to J-1 visas, and FEMA reimbursement, to name a few. In our region, it is crucial that we continue to provide quality healthcare that is locally available to our community members eliminating their need to travel to larger cities for care.
Britt Tabor. Executive Vice President and CFO of Brooks Rehabilitation (Jacksonville, Fla.): With changing administrations at the state and federal levels, healthcare executives are uncertain about how Medicaid will be regulated or altered. Any potential changes to Medicaid eligibility, benefits, or funding could create both opportunities and risks for healthcare organizations, making it hard to plan long-term strategies. Executives are primarily concerned with the financial stability of Medicaid, its impact on their organizations’ bottom lines, the changing regulatory environment, and ensuring access to quality care for the growing Medicaid population. These challenges require ongoing attention and adaptability, especially as healthcare models continue to evolve.
Wayne Gillis. President and CEO of Rehoboth McKinley Christian Health Care Services (Gallup, N.M.): The billion-dollar question facing healthcare executives in 2025 centers on how to achieve sustainable, value-driven transformation amidst escalating costs, workforce challenges, and technological disruption.
Key Challenges Defining the Question
Misaligned Executive Incentives: Many healthcare companies continue to reward executives even when shareholder value and patient outcomes suffer, due to poorly structured compensation plans lacking accountability for legal, safety, and innovation outcomes. Aligning pay with long-term, profitable innovation and value-based care is crucial.
Escalating Healthcare Costs: Employers face a projected nearly 8% rise in healthcare costs for 2025 — the highest in over a decade — largely driven by rising pharmacy expenses, including the expanded use of costly GLP-1 medications, cancer treatments, and cardiovascular care. Managing this cost inflation while maintaining comprehensive care poses a critical financial challenge.
Workforce Sustainability: The healthcare workforce crisis demands shifting from short-term retention tactics to long-term strategic planning. Healthcare leaders must balance immediate staffing needs with sustainable models for workforce development and engagement, especially as AI and technology reshape care delivery.
Technology and AI Integration: Healthcare executives face pressure to adopt AI and digital innovations with rigorous oversight to avoid overinvestment or public backlash. Successful integration requires clear goals, managing expectations, and aligning technology deployment with actual improvements in efficiency and outcomes.
Driving Meaningful Industry Change: Leaders are challenged to catalyze genuine systemic transformation in healthcare cost structure, quality, and accessibility — moving beyond superficial reforms to address foundational dysfunctions in payment models, supply chains, and care fragmentation.
How can healthcare executives design and implement effective leadership, cost management, workforce strategies, and technology adoption to create sustainable, value-based care systems that improve patient outcomes while controlling escalating costs and navigating industry complexities?
This question encapsulates the urgent need for aligned incentives, cost control especially in pharmacy spending, strategic workforce planning, careful AI integration, and transformative leadership focused on long-term economic and health impacts.
Rachel Hoover. Executive Vice President and Chief Administrative Officer of University of Maryland Faculty Physicians (Baltimore): The billion-dollar question facing healthcare executives, especially those leading physician faculty plans and academic physician enterprises, in 2025 is: “How can we sustainably align clinical, academic, and financial performance while adapting to value-based care and workforce transformation?” To break that down, academic medical centers are constantly juggling three priorities: clinical care, education, and research.In 2025, there is pressure to deliver on all three fronts without compromising financial viability. As reimbursement shifts from volume to value, questions center around how to compensate fairly, motivate excellence, and remain competitive without losing top talent. Leaders need to think creatively about how to support providers’ well-being and offer flexibility, while still ensuring providers meet productivity demands and deliver top quality care for patients.
Patrick Young. President of Population Health at Hackensack Meridian Health (Edison, N.J.): One challenge facing executives in 2025 is how healthcare providers will increase patient access to high-quality, integrated care. Having access to preventative, routine care is more important than ever for the patients and communities we serve. At Hackensack Meridian Health, we are dedicated to collaborating with our payor partners to ensure patients continue to have access to our world-class physicians and services. Strengthening our relationships with our payor partners will allow us to find innovative solutions to improve the health of our communities while providing personalized care for our patients as they navigate their health journey.
Darlene Dasent. Executive Vice President and CFO of University Health Network (Toronto, Ontario): How do industries thrive in an era of continual change and uncertainty? It is always important that healthcare be stable and reliable, but in an era of disruption, AI, unpredictability and changing patient and provider sentiments, what short and long-term interventions will manage the impacts of shifting cost and revenue curves while elevating performance? Who will emerge stronger, more viable and as the global leaders?