Gain insights from five members of the C-suite and learn how these women lead.
Executives serving in roles across the C-suite play an important role in leading their organizations. Whether they serve as a CEO, CFO, CIO, chief academic officer, or revenue cycle executive, their contributions as leaders are paramount.
Read about these five passionate women leaders across the C-suite that HealthLeaders has recently interviewed.
Jamie Davis, Executive Director of Revenue Cycle Management, Banner Health
Banner Health Gives Glimpse of Struggles, Triumphs in Deploying Revenue Cycle Automation
The healthcare industry is constantly evolving in ways that revenue cycle leaders can't control. Changes in billing requirements, payment models, and patient access can cause struggles for organizations with poor processes.
Successful organizations must enhance their revenue cycles and create the bandwidth to address these challenges. This means the use of technology and AI to streamline revenue cycle processes is essential.
Jamie Davis, executive director of revenue cycle management at Banner Health, recently spoke with HealthLeaders about Banner's journey in implementing the use of AI and automating its revenue cycle management. It wasn't an easy process, but it was necessary to protect the organization against revenue leakage.
Meghan Walsh, MD, MPH, FACP, Chief Academic Officer, Hennepin Healthcare
Keeping Your Communities, Employees Safe from Gun Violence
Meghan Walsh, MD, MPH, FACP, serves as the chief academic officer for Hennepin Healthcare, a Level I adult trauma center, Level I pediatric trauma center, and acute care hospital in the heart of Minneapolis.
Walsh joined Hennepin in 2001 where she started as an intern, then made the climb to the C-suite in 2012, where she has been the longest-serving C-suite executive for the health system.
Over the past two decades, Walsh has witnessed a lot of change and challenges, and with that, solutions and innovations were created to benefit the community, both inside and outside the walls of the organization.
Mary K. E. Maples, Esq., Interim CEO, University Hospital
University Hospital's Interim CEO Has a Passion for Public Service
Mary K.E. Maples, Esq., is hitting her stride just fine as interim president and chief executive officer for University Hospital (UH).
Maples had big shoes to fill in succeeding Shereef Elnahal, MD, MBA, who stepped down from his post as president and CEO at UH following a nomination from President Joseph Biden to serve as undersecretary for health for the Veterans Health Administration.
UH's mission states it is "committed to providing exceptional care to every patient, every time," while its vision highlights the organization's promise to partner with communities to improve health for generations to come. Additionally, the organization's core values include respect, reliability, teamwork, integrity, and stewardship, and Maples says she has worked to instill those into her work.
Pat Keel, CFO, St. Jude's Children's Research Hospital
Q&A With Pat Keel, CFO of St. Jude Children's Hospital
Building a sustainable financial strategy for a hospital or health system is not without its challenges, especially when considering the pandemic, the labor shortage, inflation, and a host of other issues. But when your organization is mostly funded through outside donations, those challenges can grow exponentially.
That is the case for St. Jude Children's Research Hospital, a $2 billion nonprofit health system focused on treating, researching, and curing terminal illnesses in children. CFO Pat Keel has been leading the organization's financial strategy for six years and has encountered numerous financial challenges and has met those obstacles through actionable solutions.
Keel recently connected with HealthLeaders to discuss some of St. Jude's biggest financial struggles, the impact of the great resignation, some of the workplace pain points hospitals are currently dealing with, and more.
Karen Murphy, MD, Chief Innovation Officer, Geisinger
At Geisinger, Karen Murphy Maps Out Innovation Strategy With a Wide Lens
Innovation in healthcare doesn't just mean finding a new way to do something. It's a "fundamentally different approach to solving a problem that has quantifiable outcomes."
That's the mantra for Karen Murphy, MD, executive vice president and chief innovation officer for Geisinger and founding director of the Pennsylvania-based healthcare organization's four-year-old Steele Institute for Health Innovation. As such, she's leading the way in one of the most competitive healthcare markets in the country to research and develop new technologies and strategies to take healthcare into the value-based care era.
She has her hands full. The pandemic may have propelled telehealth and digital health innovation forward by roughly a decade, but it has also exposed barriers in using technology to connect with underserved populations, as well as causing a surge in stress, depression and anxiety, and exacerbating the burnout rate and workforce shortages in healthcare. While giving Murphy and her colleagues good targets at which to direct innovation, these barriers can also be landmines, capable of derailing an innovative platform or concept if not addressed.
Melanie Blackman is a contributing editor for strategy, marketing, and human resources at HealthLeaders, an HCPro brand.