From CFO to CEO: Ben Wells Brings Operational Finance to the CEO Office

After years in healthcare finance, Benjamin Wells is applying a new mindset to leadership at Reid Health.

Since joining Reid Health in July 2024 as CFO, Benjamin Wells has carried an “operational finance” philosophy rooted in understanding how operations drive financial outcomes.

Now he’s the CEO, and he says the shift has been from “scorekeeper” to “game changer,” using operational insight to improve performance across the organization.

That approach has produced measurable gains: Stronger financials, a turnaround in physician recruitment—from about 12 hires annually to a projected 30—and higher employee engagement, quality scores, and patient satisfaction.

Wells attributes the progress to a steady, practical leadership style focused on continuity rather than constant reinvention. He emphasizes humility, collaboration, and a hands-on understanding of how finance and operations intersect to drive sustainable results.

The Move From CFO to CEO

Transitioning from CFO to CEO required a major mindset shift from managing numbers to inspiring people, Wells says. Drawing on his operational finance background, he describes adopting more of a “head coach mentality,” one that is focused on motivating teams, fostering collaboration, and turning strategic opportunities into action.

“As CFO, you’re focused on the balance sheet,” he says. “But as CEO, it’s about how you motivate the team and leverage your most valuable assets, specifically our people, to accomplish more together.”

When he became CEO in September, he prioritized identifying quick wins to build momentum, such as advancing 340B initiatives, and creating stronger alignment among departments and providers.

The biggest shift, he says, has been moving from a siloed perspective to a unified, organization-wide approach.

Balancing Financial Discipline and Strategic Investment

Wells says his finance background shapes how he and the organization approach growth, technology, and service-line expansion. He has instilled a culture focused on understanding contribution margins and managing both sides of the financial equation, both costs and revenues, in order to guide smarter, more strategic investment decisions.

“You can’t cut your way to prosperity,” he said. “It’s about giving leaders the perspective to manage both expenses and revenues, to know where we can improve access, grow volumes, and make investments that yield the highest return.”

That philosophy has led the health system to prioritize high-ROI projects and take a more disciplined approach to technology spending. For example, they’re leveraging their Epic EHR platform for artificial intelligence capabilities rather than pursuing costly in-house development.

“Don’t Overcomplicate Things — Put Your Best Players on the Field”

Wells says his leadership philosophy was shaped by his upbringing and operational mindset.

“I grew up working on a farm and in carpentry,” he said. “My approach is simple — don’t overcomplicate things.”

He emphasizes visibility, humility, and empowerment. He describes himself as a “lead-by-example” executive who prioritizes transparency, collaboration, and autonomy.

“You put your best players on the field and then you let them run,” he explained.

Wells also focuses on cultivating leadership depth within the organization by encouraging peer learning and cross-department collaboration. He is a big- believer in borrowing best practices from other successful health systems rather than “reinventing the wheel.”

At the heart of his leadership approach, he says, is a focus on people and purpose: Investing in team members who have the will to contribute, even if they need development on the skill side, while ensuring the organization’s culture demands excellence worthy of the lives placed in its care.

The Rewards and Realities of Leadership

For Wells, the transition from CFO to CEO has brought fulfillment, but also new layers of complexity. The most rewarding part, he says, is seeing the organization’s impact on people’s lives.

“When you’re out in the community and someone says, ‘Reid saved my life,’ that’s pretty darn rewarding,” he shared. “You see firsthand how people’s lives are changed by the services we provide.”

The hardest part, he admits, has been navigating healthcare’s uncertainty.

“You have to make decisions with the information you have today and move forward,” he said. “If you’ve got to pivot, you’ve got to pivot.”

As for pacing his own professional growth, Wells says he doesn’t slow down for self-preservation. Drawing on what he calls an “army methodology,” he believes in acting decisively when opportunities arise.

Still, he strives for balance and finding clarity.

“Sometimes,” he added, “you can’t see the forest through the trees during normal business hours, . Stepping back helps you see the solutions more clearly.”

Why More CFOs Are Moving Into the CEO Office

Wells says the rise in CFOs stepping into top executive roles reflects how finance leadership has evolved in response to industry pressures.

“Finances are a challenge right now,” he explained. “Leaning on people with expertise in that space lends itself well. The role of the CFO has become increasingly complex and operational.”

He notes that CFOs today often serve as a CEO’s closest partner, frequently handling operational responsibilities and leading key initiatives around reimbursement strategy and value-based care. That expanded scope, he says, gives financial leaders a broader organizational view and even prepares them for the CEO seat.

“CFOs are touching more departments than they ever have,” he added, “and because of that, they already have a pretty good pulse on the job and how to step into it when the opportunity arises.”