18 Hospital CEOs and Executive Directors in Western Australia

Last updated: 11 August 2026

Western Australia has a large and varied health system, from major metropolitan services to regional hospitals and private providers. This compiled list brings together 18 current chief executives, acting chief executives and executive directors whose roles connect directly with hospitals or hospital groups in the state.

The list is designed as a useful starting point for readers who want to understand the people behind hospital strategy, service delivery and organisational change. It includes public health service executives and private hospital leaders. The names are presented as a directory of people worth knowing, not as a statement that one role or organisation is better than another.

Current roles can change, especially when a page records an acting appointment. Check the linked first-party page before using a name for outreach, research or a formal introduction. The links are placed beside the claims they support, so the article can be refreshed without turning into a public methodology page.

The people work at different levels of the system. Some lead a whole health service, some lead a hospital group and some lead a single campus or specialist area. Reading the role line carefully helps the reader understand the setting before drawing conclusions about responsibility.

The result is intentionally practical. It gives readers a set of names, organisations and current signals to follow, while leaving room for proper checking when a decision, introduction or piece of research matters.

Why hospital leadership matters

Hospital leadership is easy to misunderstand from the outside. A title may sit at a health service level, a hospital campus level or a clinical group level, and those layers can change what the person can influence. A useful directory needs to show the organisation and role together, then give the reader one concrete fact that makes the entry more than a name.

This list also shows the range of work involved. The supporting facts touch service expansion, digital records, rural telehealth, home-based care, paediatric research, cancer services and major redevelopment. Those examples are not a scorecard. They are practical signals of the systems, people and choices hospital executives must hold together.

That context matters for anyone working with hospitals. A conversation about culture may need to sit alongside questions about access, capacity, safety, technology or capital works. A conversation about strategy may need to become a clear promise for patients and staff. Good leadership directories help readers ask those better questions.

It is also worth remembering that current evidence is a snapshot. A person may move, an acting appointment may end or an organisation may change its structure. A careful reader treats the linked page as the live check and the article as a useful map, not as a permanent register.

People to know

1. Ben Irish

Chief Executive Officer, St John of God Murdoch Hospital

Ben Irish is the Chief Executive Officer of St John of God Murdoch Hospital. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that The Murdoch annual report records two new theatres opening in February 2025 as part of the hospital's service development. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

2. Ben Noteboom

Executive Director, Royal Perth Bentley Group, East Metropolitan Health Service

Ben Noteboom is the Executive Director, Royal Perth Bentley Group of East Metropolitan Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that EMHS reported consumer advisory groups helping shape care, while the Royal Perth campus adopted a new Noongar name after consultation with the Aboriginal Health Directorate. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

3. Dilwyn Griffiths

Acting Chief Executive Officer, St John of God Mt Lawley Hospital

Dilwyn Griffiths is the Acting Chief Executive Officer of St John of God Mt Lawley Hospital. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that His current profile shows a long SJOG leadership path across hospital finance and operations, with the acting CEO role beginning in June 2025. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

4. Dr James Cafaro

Acting Chief Executive Officer, Joondalup Health Campus

Dr James Cafaro is the Acting Chief Executive Officer of Joondalup Health Campus. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that The Joondalup executive page records his appointment as Ramsay Operations Executive Manager for Western Australia in January 2026 alongside the acting hospital CEO role. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

5. Dr Neale Fong

Chief Executive Officer, Bethesda Hospital

Dr Neale Fong is the Chief Executive Officer of Bethesda Hospital. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that The CAHS board profile describes a career that includes Western Australian Director General and St John of God Subiaco CEO roles before Bethesda. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

6. Jack Harding

Chief Executive Officer, St John of God Bunbury Hospital

Jack Harding is the Chief Executive Officer of St John of God Bunbury Hospital. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that His profile connects his leadership work with the construction and commissioning of cancer, coronary care and renal dialysis expansions at Bunbury. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

7. Jeff Moffet

Chief Executive, WA Country Health Service

Jeff Moffet is the Chief Executive of WA Country Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that WACHS reported that its Emergency Telehealth Service had expanded to its 100th country site, supporting remote care across Western Australia. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

8. Jeffrey Williams

Executive Director, Women and Newborn Health Service, North Metropolitan Health Service

Jeffrey Williams is the Executive Director, Women and Newborn Health Service of North Metropolitan Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that His current remit covers the Women and Newborn Health Service, linking executive leadership with a statewide area of specialist care. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

9. Joel Gurr

Chief Executive, East Metropolitan Health Service

Joel Gurr is the Chief Executive of East Metropolitan Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that EMHS announced his appointment after a career that included leading the Bidi Wungen Kaat Centre and developing business cases for the Byford Health Hub and Bentley Surgicentre. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

10. Luke Dix

Executive Director, Fiona Stanley Fremantle Hospitals Group, South Metropolitan Health Service

Luke Dix is the Executive Director, Fiona Stanley Fremantle Hospitals Group of South Metropolitan Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that The Fiona Stanley Fremantle group reported a 40-bed intensive care expansion at Fiona Stanley Hospital, a useful example of leadership close to service growth. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

11. Neil Doverty

Chief Executive, South Metropolitan Health Service

Neil Doverty is the Chief Executive of South Metropolitan Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that SMHS became Western Australia's first public health service with a fully digital medical record across all sites during his period as acting chief executive. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

12. Phillip Balmer

Chief Executive Officer and Director of Nursing, St John of God Geraldton Hospital

Phillip Balmer is the Chief Executive Officer and Director of Nursing of St John of God Geraldton Hospital. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that His current profile brings international and rural health experience into a Geraldton hospital leadership role, including work with remote and Indigenous communities. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

13. Robert Toms

Chief Executive, North Metropolitan Health Service

Robert Toms is the Chief Executive of North Metropolitan Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that NMHS reported a new Hospital in the Home centre at Sir Charles Gairdner Hospital, with 650 episodes recorded since January 2025 and strong patient satisfaction. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

14. Steve Cohen-Jones

Chief Executive Officer, Glengarry Private Hospital

Steve Cohen-Jones is the Chief Executive Officer of Glengarry Private Hospital. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that Glengarry opened its first chemotherapy service through the Waratah Infusion Suite, adding a new cancer-care service to the private hospital. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

15. Tina Chinery

Chief Executive Officer, St John of God Subiaco Hospital

Tina Chinery is the Chief Executive Officer of St John of God Subiaco Hospital. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that The Subiaco hospital appointed Multiplex for stage three of a major redevelopment, including a six-storey clinical building and a 5 Star Green Star target. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

16. Tony Dolan

Executive Director, Perth Children's Hospital and Neonatology, Child and Adolescent Health Service

Tony Dolan is the Executive Director, Perth Children's Hospital and Neonatology of Child and Adolescent Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that The 2025 Child Health Research Symposium programme identifies him as chair for sessions on research and partnering for impact at Perth Children's Hospital. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

17. Valerie Buić

Chief Executive, Child and Adolescent Health Service

Valerie Buić is the Chief Executive of Child and Adolescent Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that CAHS announced 225 nominations and 44 finalists for its 2026 Annual Excellence Awards, spanning care, leadership, research, innovation and teamwork. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

18. Kellie Blyth

Executive Director, Peel Health Campus, South Metropolitan Health Service

Kellie Blyth is the Executive Director, Peel Health Campus of South Metropolitan Health Service. The organisation's current leadership page identifies that role and gives readers a clear starting point for checking the person, the title and the setting. This matters because hospital leadership is both strategic and practical. Decisions about care, people, capacity and trust all meet in the same operating environment. A current profile is therefore more useful than a polished biography that does not show where the person is working now.

One useful detail is that Peel Health Campus sits within the SMHS rollout that made the service Western Australia's first public health service with a fully digital medical record across all sites. That detail gives the profile a practical anchor. It shows the kind of work that sits behind a senior hospital title, whether the pressure is service growth, clinical access, digital change, rural reach, research, workforce or community confidence. The point is not to compare these people with one another. It is to give readers a starting set of names for understanding how health organisations are led in Western Australia today.

What this list shows

Taken together, these profiles point to several recurring leadership jobs. The first is translating a public purpose into dependable operations. The second is making change visible to staff, patients and communities. The third is keeping the organisation useful when demand, workforce pressure and clinical complexity pull in different directions.

The list also makes the structure of Western Australia's system easier to see. Some executives lead a whole health service, while others lead a hospital group, a single campus or a specialist area. That is why the role line matters as much as the name. Readers should not assume that two people with the word executive in their titles have the same span of control.

The most useful question is not who is most important. It is what kind of leadership problem each person is close to solving. A service expansion may call for disciplined delivery. A digital record rollout may call for adoption and trust. A regional health role may call for distance, local knowledge and reliable access. A redevelopment may call for patience and a clear link between capital work and better care.

The practical lesson is that leadership is often visible through the work around the title. Look for the service that has changed, the people who need to adopt it and the community that needs to trust it. Those signals do not tell the whole story, but they help a reader move from a name to a more useful question about leadership.

How to use this list

Use this list as a map, then move to the linked official page before taking action. Start by choosing the kind of organisation or leadership problem that matches your purpose. If you are researching service change, read the supporting fact as well as the role. If you are preparing a thoughtful introduction, use the organisation name and the specific work rather than sending a generic message.

For leadership teams, the list can also prompt a useful discussion. Pick two or three entries and ask what each role appears to carry, what evidence of change is visible and what questions remain unanswered. That keeps the conversation practical. It also prevents a public directory from becoming a substitute for proper due diligence.

If you are writing a brief, keep the source link beside the claim it supports. If you are planning an introduction, use the current role rather than an old title copied from another page. If you are comparing systems, compare the responsibilities and context before comparing the people. This simple discipline makes the list more useful over time.

You can also use the entries as prompts for a team exercise. Ask what a person in that role would need from peers, boards, clinicians, community partners and support teams. Then ask what evidence would show that the work is helping. That keeps the discussion grounded in behaviour and outcomes rather than title watching.

Frequently asked questions

How were these people chosen?

The list focuses on current official role evidence and a direct connection to hospitals or hospital groups in Western Australia. It aims to be useful and checkable, rather than exhaustive.

Are all of the people hospital CEOs?

No. The title includes executive directors because hospital leadership is organised across health services, hospital groups, campuses and specialist areas. Acting appointments are labelled where the official page does so.

Can I use this list for outreach?

Yes, as a starting point. Check the linked official page first, because hospital roles can change and a current page is the safest way to confirm the right organisation and title.

Does the order show merit?

No. The names are presented as a neutral directory. The order is for navigation and does not say that one person, hospital or health service is better than another.

Why are some people mentioned only in the companion post?

The companion post includes a broader set of current health service executives. The article itself keeps a tighter group so each numbered entry can carry a useful, sourced detail.

Conclusion

A good directory does not try to flatten a complex system into a list of impressive titles. It helps the reader see who is responsible for what, where the person works and which current piece of work makes the role worth understanding. That is the value of this Western Australian hospital leadership list. It gives the reader enough context to begin, while respecting the complexity that sits behind each role.

The names here cover metropolitan, regional, public and private settings. Together they show why leadership in health care is practical work. It involves people, service access, clinical quality, technology, facilities and community trust. Those responsibilities do not sit neatly in one department or one meeting. They also require leaders to explain choices clearly when the benefits arrive slowly or the pressure is immediate.

Use the entries as a starting point for better questions. Read the linked page, check the role, understand the setting and then decide whether the person is relevant to your own work. That small pause between finding a name and acting on it is where better research begins.

Related Reading

For more practical leadership ideas, read how Working Genius can transform executive teams, the Working Genius implementation guide and what to do after Working Genius.

A practical next step

If your leadership team is trying to build an organisation people would move cities to work at, a clear shared language can help. For a keynote, workshop or facilitated leadership session, email jonno@consultclarity.org.

About the Author

Jonno White is a Brisbane-based leadership consultant, keynote speaker and Certified Working Genius Facilitator, and the author of Step Up or Step Out. He works with schools, corporates and nonprofits around the world. To enquire about a keynote, workshop or facilitated leadership session, email jonno@consultclarity.org.