Now That I Am a Hospital Executive
This article requires a subscription to view the full text. If you have a subscription you may use the login form below to view the article. Access to this article can also be purchased.
A few years ago, I deviated from my pathway as a research-focused academic cardiologist situated in a traditional medical school organization chart to begin a new career as a senior executive at one of the two academic campuses of the largest hospital in the United States, NewYork-Presbyterian Hospital in New York City. As the chief operating officer of Weill-Cornell Medical Center, I have primary responsibility for the strategic direction and management of a campus with nearly 10 000 employees who treat 1 million outpatients and admit 60 000 patients into 910 registered beds each year, in collaboration with 2600 physician partners from our sister organization, Weill-Cornell Medical College. Now that I am past the point of settling in, I have had a chance to think about what I wish I could tell my former academic self and what challenges and opportunities I see for medical school–hospital partnerships going forward.
My list of “shoulda knowns” that would have made me a more productive academic and administrative cardiologist is lengthy. I would have been better prepared to advocate for my faculty members, trainees, and especially the patients we cared for if I had been more comfortable with the nuances of hospital finances, healthcare reimbursements, and the regulatory environment. I wish I had had a better sense of the fully loaded costs …