History, popular culture and advances in science and technology are often measured in decades: the space age in the 1950s; the peace movement in the ’60s; the digital age in the ’90s.
Up & Comers - 2007
As part of the selection process for Modern Healthcare’s 21st annual Up & Comers award program, we issued a call for nominations in our May 7 issue and ran a series of advertisements soliciting nominations through July 6. We extended the deadline to July 13 for late entries. This year, we received 120 nominations, down slightly from last year’s 125 nominations. An editorial review board composed of the magazine’s senior editors reviewed the nominations and selected the 12 recipients who are profiled in this special feature. The profiles were written by Tracey Fuller, a former Modern...
If there’s one thing Victoria “Tori” Bayless is known for, according to her colleagues, it’s her sense of humor. “When you first get to know her, what comes through strongly is her keen sense of humanity coupled with a terrific sense of humor,” says colleague Lisa Hillman, senior vice president and chief development officer for Anne Arundel Health System, Annapolis, Md.
After Saad Ehtisham’s grandmother was diagnosed with ovarian cancer when he was a young boy, helping take care of her affected his life, giving him a view of healthcare from the caregiver’s perspective. When he was a teenager, he came to the U.S. from Pakistan with dreams of becoming a doctor, and became a premed student at Baylor University in Waco, Texas. He says he soon realized that career wasn’t a good fit for him.
When Hurricanes Katrina and Rita struck the Gulf Coast in the late summer/early fall of 2005, Lori Evans was summoned into action.As senior adviser to David Brailer, HHS’ first national coordinator for health information technology, she was charged with coordinating a system through which providers could have secure access to evacuees’ medication data. She worked with more than 150 representatives from healthcare software companies; pharmacy benefit managers; chain drugstores; local, state and federal agencies; and healthcare providers.
When Lloyd Ford first walked in the door of 135-bed Muhlenberg Community Hospital in 2004 as the new chief executive officer, the income statement showed five straight years of losses, with the latest in excess of $1.8 million. The ambulance service alone was losing $480,000 a year. There was a war going on between one group of physicians and the board. And maybe worst of all, Muhlenberg was the last hospital in the Greenville, Ky., area that patients wanted to go to.
Anand Joshi was on track to become a physician. It was what he had aimed for since he was a little boy watching his mom, an anesthesiologist, come home for dinner still in her scrubs.But along the way, he earned a business degree—along with his medical degree. As a result, the world lost a doc, but gained a gifted procurement specialist who understands how physicians think and can talk their language.
If Kip Kirkpatrick had it to do all over again, he says he might become a doctor. As it turns out, though, he’s playing a key role in developing companies that will help patients in many ways.Kirkpatrick is one of the founders of Water Street Healthcare Partners, Chicago, a fledgling venture capital firm that in its two-year history has already raised$400 million and invested in half a dozen companies in areas such as diagnostic supplies, laboratory services, high-tech patient identification wristbands and device management for medical implants.
At an early age, Alex Mendez learned from his Cuban-born parents the meaning of hard work, loyalty and family.“We were fortunate because my father had a job with Nestle when he came over. A lot of Cuban professionals couldn’t find work. We were lucky,” says Mendez, whose parents, Elena and Armando, fled to Connecticut from Cuba and Fidel Castro in 1961.
Less than two years into her professional career, Terika Richardson faced her most difficult assignment in 2006 when she closed down a hospital.“I could write a book about it,” says Richardson, who spent eight months as acting administrator converting North Virginia Community Hospital in Arlington into an urgent-care center. “I was given a chance to work on the opposite end, where you are ending services. It was tough because the physicians, employees and community still had loyalty to the facility.”
When Patrick Stapleton became chief executive of the venerable Sherrill House nursing home in 2003, he had one tough act to follow when he took over for longtime long-term-care executive Don Powell.Not only was Stapleton replacing Powell, who had led the not-for-profit facility in Boston for 35 years, he was stepping into the second year of a five-year, $35 million construction project that totally remade the 96-year-old institution into a comprehensive nursing and rehabilitation center.
Debra Sukin has nurtured St. Luke’s Community Medical Center-The Woodlands in Texas since the very beginning.In October 2002, as the hospital’s chief operating officer, she was part of a three-person executive team—which also included the chief executive officer and chief nursing officer—that managed service development and hiring leading up to the opening in March 2003. Sukin also managed construction of the new facility.
Pamela Sutton-Wallace has scaled the management ladder quickly since joining Duke University Health System in July 1997 as a management fellow.
Kevin Unger truly has had a long-term relationship with Poudre Valley Hospital.Unger was born at the Fort Collins, Colo., hospital in 1969, returning in 2001 as vice president of planning and strategic development for the parent company, Poudre Valley Health System. He was named vice president of operations and ambulatory care for the 252-bed flagship Poudre Valley Hospital in March 2003, rising to president and chief executive officer in October 2005.