Mark Thill
Ten People to Listen To
For me, talking with the “Ten People to Watch in Healthcare Contracting” is like taking a series of seminars on supply chain, healthcare, leadership, and personal and professional growth. See if you don’t get the same feeling when you read some of what this year’s “Ten” have to say.
Carl Gustafson, Marshfield Clinic Health System
“Being a leader is a blessing, as we have the opportunity to help others develop. This mindset has allowed me to build a solid team of professionals and significant business partnerships with vendors. Instilling a sense of urgency and great desire to perform at a very high level ensures we are taking care of the clinicians who take care of patients.”
Jonathan Kepley, Wake Forest Baptist Medical Center
“The next generation is obviously a lot more tech-savvy than we were, but they may need some help with their interpersonal skills. They communicate very well digitally, but at some point, they will have to master face-to-face conversations with executives and physicians. They’ll also have to give lots of presentations to work groups and committees. But that aside, I find their ability to analyze data and look at projects from a new and different perspective to be very positive.”
Lisa Thakur, Scripps Health
“Supply chain folks need to get out and work directly with physicians as true partners, and not just tell them what the priorities are. They need to focus on more than just sourcing and standardization, but also utilization. Also, having nurses work in supply chain to bridge the gaps between clinical and supply chain is an imperative.”
Christopher Johnson, Wellforce
“I’ve worked in the Boston healthcare market for most of my career, and throughout the last 10 years, I have taken advantage of networking opportunities. You quickly learn that the challenges you are facing are the same ones your peers are facing, so you don’t have to re-invent the wheel. I’ve also learned that projects can’t be done in a vacuum.”
Jennifer McPherren, Northwestern Memorial HealthCare
“We’ll always be in the change management business. Likable professionals who can influence laterally, persuade a broad range of constituents and drive consensus quickly will always be in high demand.”
Dennis Mullins, Indiana University Health
“As the healthcare supply chain has evolved into what it is today, there is a gap in practical experience between supply chain professionals at the hospitals and those working the corporate office (i.e., purchasing and contracting). The challenge will be how we bridge that gap so we don’t create two distinct career paths. This is critical, because they are intrinsically interconnected, thereby impacting the whole supply chain. My concern is that it can create an us-against-them culture as well as impede career growth opportunities for those that want to cross that bridge.”
From Steve Pohlman, Cleveland Clinic
“Over the last five to 10 years, I have gotten better at going into every situation with my eyes – and my ears — wide open. Healthcare is extremely fast-paced, and we operate in a very matrixed organization. A major part of my responsibility is encouraging my team to be change agents. And a big part of that is listening.”
From Kate Polczynski, Geisinger
“The healthcare industry faced significant challenges this past year specific to product availability. From a contracting perspective, traditional tactics utilized to secure favorable pricing by limiting suppliers has left many organizations vulnerable when natural disasters, or other factors, create shortages. So too have inventory-reduction initiatives by providers and suppliers. Our team has worked tirelessly to ensure that our patients have the supplies that they need, and we have used new contracting strategies to accomplish these goals.”
From Lynn Cook, Richmond Consolidated Service Center
“Healthcare touches all of us. Navigating the system can be intimidating, particularly for those with little or no exposure to a facility and those who are in physical or emotional pain. Demonstrating sensitivity and awareness hopefully lessens the stress for our patients and their families.”
From Mark French, Ochsner Health System
“This is a team sport. If you can’t work within a team construct, or if you don’t believe that every member of the team is valuable, you’re going to struggle. Also, you can’t hang onto something just because you invented it. The environment is constantly changing; if we can’t change, then in all likelihood we can’t be successful.”