Chief Executive Officer, Rochester Regional Health
With the organization since: March 2022.
In current position since: March 2022.
Education: Bachelor of Arts in psychology, University of Michigan; Master of Education in counseling and consulting psychology, Harvard University; Ph.D. in public health (health policy and management), Johns Hopkins University.
Current Affiliations: Board member: Greater Rochester Chamber of Commerce; Greater New York Hospital Association Board of Governors; Hospital Association of New York State board of trustees; Rochester Institute of Technology board of trustees; ONEROC; National Center for Healthcare Leadership; Premier Advisory Council; TogetherNow; Revology.
Career Highlights: Brings more than 30 years of experience in health system leadership, patient safety and operational excellence. Prior to joining Rochester Regional Health, served as CEO of the Henry Ford Health South Market and CEO of Henry Ford Hospital, overseeing two hospitals, more than 100 care locations and $2 billion in annual patient revenue. Previously served as president and CEO of Sibley Memorial Hospital within Johns Hopkins Medicine, where he spent over 25 years in roles spanning innovation, patient safety, quality improvement, operations integration and faculty appointments at multiple Johns Hopkins schools.
What skills make you an effective leader? “My leadership approach grows out of decades spent in quality, safety and operational improvement. I rely on clarity, steadiness and evidence-based decision-making, but always with a strong commitment to the people who deliver care. Community health systems like ours play a unique role. We serve everyone, and we need leaders who can bring teams together quickly around shared purpose and reliable systems.”
How do you describe your managerial philosophy or approach? “I believe leadership must stay grounded in mission. As an independent community health system caring for a large and diverse region, we must be both dependable and nimble. I focus on empowering teams, removing obstacles, and ensuring people have the information and support they need. Transparency and consistency help us move with speed and discipline when our community needs us to.”
How do you personally demonstrate leadership and inspire your staff? “I try to be present and accessible. Whether through rounding across the system, employee town halls or frequent messaging, I work to provide clarity, recognize great work and reinforce how every individual contributes to the health of our region. Celebrating team achievements and listening to their experiences helps strengthen the care we provide.”
How do you see the healthcare industry changing in the next few years, and how will you prepare the organization for those changes? “We are experiencing rapid shifts in workforce shortages, rising demand for services and the expansion of digital tools. As a community-based system, it’s essential that we modernize while staying focused on access. We are investing in workforce development, updating our digital and operational infrastructure and advancing new care models such as virtual nursing and centralized support services. Our community relies on us, and we’re preparing today for the needs of the future.”
What are your top three priorities for the next year? “First, strengthening our performance in quality, safety, access and financial sustainability. Second, supporting and retaining our workforce through culture, career pathways and operational improvements. Third, continuing to innovate and expand access across our region so people can receive high-quality care close to home.”
How can the healthcare industry in the region be improved? “Collaboration is vital. When community health systems, academic partners, government, and local organizations work together, we can expand health services, build stronger workforce pipelines, and address the social conditions that shape health. These partnerships are essential to maintaining strong, sustainable care for our region.”
What is one thing about you that people generally don’t know? “Most people don’t know that I helped lead several early innovation and safety initiatives at Johns Hopkins before these approaches became standard across healthcare. I spent many years working on programs that improved patient safety, redesigned care processes and supported frontline teams. Those experiences taught me the importance of listening closely to the people delivering care and making systems safer and easier for patients. These lessons continue to guide me every day.”