What did you want to be when you grew up?
Like many folks in healthcare administrative roles, I wanted to be a doctor. I was a Chemistry major in undergrad up until my junior year when I then decided to switch my major to Management and minor in Chemistry.
Words to live by: “Success isn’t owned, it’s leased. And rent is due every day.”
A successful day at work is: Supporting a colleague with taking one more step forward in redesigning how care is delivered or how staff is developed and recognized.
What is an achievement you enjoy sharing?
I typically turn to an example where the community has clearly been positively impacted by a program or strategy that was successful. One example is of my time at Saint Mary’s Hospital in Waterbury, CT when I was serving as Director of Ambulatory Services and we set out on the mission to offer primary care, urgent care, basic imaging, and blood draw within 10 minutes of anywhere in our primary service area. After a careful review of current offerings/locations and a revised plan to open ambulatory pavilions throughout Waterbury and surrounding towns, the team was successful at bringing these services closer to home for the patients in our community.
What do you do for fun?
With a 7, 5, and 2.5 year old at home, fun is typically disconnecting from work and spending time with family (movie night, riding bikes, experiencing something new). I also enjoy cycling and cooking.
What motivates you each week?
The opportunity to bring lasting impact to the community that we serve and continue to bring simplicity to the very complex and frustrating world of healthcare operations.
What do you think are the greatest challenges/opportunities for Connecticut’s healthcare industry to tackle in the next 10 years? 20 years?
The greatest challenge is the shift from inpatient care to ambulatory and at-home services. It will take time and a considerable amount of investment and planning, but patients/consumers aren’t going to travel far for healthcare services. We need to bring the care to them. Looking out further, we need to continue investing in healthcare (preventive medicine and social determinants of health) versus sick-care. We’re great at fixing problems once they occur, however, the real opportunity is preventing them from ever happening.
Why did you decide to be a board member?
I’ve been part of ACHE since I was a student member obtaining my MBA from Quinnipiac University. At first, it was the networking opportunity to meet with leaders from across the state of CT. Over the past 15 years, my interests grew in the opportunity for continuous learning and being able to give back to the chapter as a mentor for early careerists.
What do you believe is the greatest benefit you have gotten from being an ACHE member?
Mentors and friendship. I have an endless list of contacts from both CT and across the nation that I can call on any time and they will answer and be eager to talk through an obstacle, serve on a panel, connect with a student or just be a listening ear.
What advice would you give you to an early careerist?
Don’t be afraid to spill some milk. Healthcare is full of folks that are uncomfortable with trying something new, pushing the envelope, or asking probing questions. Be curious, ask questions, and raise your hand to take on the most pressing challenges your organization may be facing.
