Chief Executive Officer, Centralus Health
With the organization since: 2009.
In current position since: November 2025
Education: Bachelor’s degree in mathematics and economics, University of Maine; master’s degree in systems engineering and operational research, Cornell University.
Career Highlights: Executive leader of Cayuga Area Plan for 11 years, overseeing the business side of the primary care network and ACO-type contracts; created and launched Xtensys, the health-technology venture for the system, and led the implementation of the single unified EHR for the network, merging dozens of disparate systems into one.
Current affiliations: Co-chair of the Xtensys board of directors; director, Finger Lakes Assurance Company; board member at Human Services Coalition of Tompkins County and Care Compass Network.
Skills that make you an effective leader? “Designing operations for effectiveness and high reliability; direct, transparent communication; experience in leading through transformation; reliance on data to drive iterative improvements.”
How do you describe your managerial philosophy or approach? “Design for people, manage by process: Every decision or interaction starts with respect for the people who do the work and the patients that rely on us. That respect is expressed through system design that makes it easier for clinicians to deliver excellent care and for patients to navigate the system. Problems are design failures to be improved, not personal failures.”
How do you personally demonstrate leadership and inspire your staff? “By showing up, listening, being curious, looping back on feedback to continue to iterative progress with results and learnings.”
How do you see the healthcare industry changing in the next few years, and how will you prepare your organization for those changes? “Federal policy will continue downward pressure on pricing, increasing the need for efficiency and other operational improvements. AI will continue to grow. Our investments in technology will enable our clinicians to enhance the care delivered. Payment models will continue to shift toward value-based models. We have good experience in this space and will continue to invest in population health improvement and care coordination between the hospital and outpatient practices to ensure our patients get the care they need in the best setting for healing. The community — our patients and employees — will continue to be the central driver for the decisions we make to deliver the care and work experience they deserve.”
What are your top three priorities for your organization within the next year? “Continue with our integration and value-based strategies; focus on the basics of efficient, reliable operations designed for our patients and clinicians; prioritize work for financial sustainability under increased pricing pressures.”
How can the healthcare industry in the region be improved? “Closing the gaps in primary care and behavioral health. The region is recognized as having a shortage of health care professionals and our continued efforts to improve access to these essential services will improve the quality of life for our communities.”
Tell us one thing about you that people generally don’t know? “Having spent 17 years with the health system gives me deep institutional memory and an understanding of the critical knowledge that exists with front line staff and their managers. We are entering a new phase of organizational focus on day to day reliable and effective operations, and I am confident our best next steps will come from our caregivers who are dedicated to the health of our community.”