Hospitals face a variety of complex financial and clinical challenges without an easy solution. But some CEOs are leaning into the patient experience and expanding access to care as a differentiator for the future.
“We are all currently mired in solving workforce challenges, inflationary pressures, seemingly daily regulatory changes, aging demographics and endless technology needs,” Peter Banko, president and CEO of Springfield, Mass.-based Baystate Health, told Becker’s. “In the meantime, the executives that answer the question and deliver on the answer of how to make all aspects of the health system–hospitals, physicians, providers and health plan in an integrated fashion–seemlessly accessible for everyone, and I mean every unique individual, in the communities they serve is the winner. Game over. No prizes for second place.”
Mr. Banko joined Baystate in June 2024 to help turn the system around, and it hasn’t been easy. The organization has reduced its workforce by 7% since November, with 60% being through attrition, and at least 98 corporate positions were eliminated. The health system is continuing to hire physicians and caregivers while making measurable progress on core operational improvement efforts.
Baystate has seen four months of positive operating margin and cash flow, and Mr. Banko is implementing a new strategic plan for additional growth and employee engagement. He also knows the value of a consumer-centric access strategy, and he knows the stakes are high to get this right.
“You will drive health and healthcare for your market and adjacent markets for the next decade,” he said.
Cliff Megerian, MD, CEO of University Hospitals in Cleveland, is embedding the consumer-centric focus into the health system’s culture.
“We are transforming how we think about who we are. We’re not just a system of hospitals – we’re destinations that embody hospitality,” he told Becker’s. “We are focusing on the relationship between a host and a guest, where goodwill and a genuine welcome define every interaction. This shift challenges us to see patients as guests to be cared for with warmth, respect and personalized service.”
At University Hospitals, winning at the patient experience is critical. There are a variety of healthcare options in Cleveland and patients will seek out the providers based on ease of access and experience in addition to quality outcomes.
“People judge their experiences based on their last best service encounter, whether in healthcare or elsewhere,” said Dr. Megerian. “To stand out, we must create experiences that are as seamless and delightful as those offered by the world’s best service organizations, like Disney or Apple. By adopting this mindset, we’ll make it easy for people to choose University Hospitals, fostering trust, loyalty and advancing our reputation for exceptional care.”
Gerard Colman, PhD, CEO of Louisville, Ky.-based Baptist Health, also sees the value of applying consumerism strategies to the organization.
“In 2025, healthcare leaders are navigating the ongoing work of expanding access while ensuring quality and an exceptional patient experience,” he said. That sometimes takes significant financial investment to realize long-term gains.
Baptist Health has embarked on a $715 million expansion project to bring research and care to more patients where they are. The system is also advancing pharmacy services supporting patients and employees for an overall healthier community.
“That momentum will continue as we work to bring care closer to home, including focused effort on growing our primary care network, which plays a critical role in connecting patients to the care they need,” said Dr. Colman.