50 Influential Hospital Operations Leaders Globally

Last updated: June 2026

Hospital operations is the discipline that turns clinical excellence into reliable patient outcomes, across every shift, every unit, every day. The leaders who master it do not simply manage hospitals. They orchestrate thousands of simultaneous decisions about bed capacity, surgical scheduling, staffing ratios, transfer logistics, and discharge planning that together determine whether a health system functions or fractures under pressure.

As of June 2026, the operational environment inside hospitals globally has never been more complex or more financially consequential. According to the 2025 U.S. Hospital Operations Survey conducted by FTI Strategic Communications, approximately 40 percent of American hospitals are still losing money from operations, with workforce management costs identified by 34 percent of executives as their primary financial burden. In the United Kingdom, discharge delays alone cost the NHS an estimated £2 billion annually, an illustration of how deeply the failures of patient flow translate into both clinical harm and financial unsustainability. The patient flow management solutions market is projected to grow from approximately $1.92 billion in 2025 to an estimated $9.05 billion by 2033, reflecting the degree to which health systems globally now treat capacity management as a core strategic investment rather than a back-office function (ClinIQ Healthcare, March 2026, CAGR projection).

As of June 2026, the following individuals are confirmed in the roles listed.

Rather than recycling the same familiar names, this directory puts together the leaders genuinely shaping the field of hospital operations right now. For the broader hospital leadership landscape, visit consultclarity.org/post/thought-leaders-hospital-leadership-global.

Each person on this list was selected for a documented, fact-checked contribution to hospital operations, whether through published work and recognised credentials, senior leadership of complex health system operations confirmed within the past twelve months, or a body of practitioner expertise that has demonstrably shaped how the field operates today.

Hospitals and health systems seeking external support for their leadership teams can reach Jonno White, author of Step Up or Step Out (10,000+ copies sold), Certified Working Genius Facilitator, and host of The Leadership Conversations podcast (230+ episodes, listeners in 150+ countries), at jonno@consultclarity.org. He works with healthcare organisations globally on leadership development, Working Genius facilitation, and executive team offsites.

Why Hospital Operations Matters

Hospital operations is arguably the most consequential form of management on the planet. The decisions made in a hospital operations centre, from whether a transfer patient has a receiving bed to whether an operating room starts on time, ripple through surgical schedules, emergency department wait times, staff deployment, supply chain integrity, and financial performance simultaneously.

Research published in BMJ Quality and Safety establishes a direct link between leadership quality in hospital operations and patient mortality, safety incident rates, and staff retention. The 2025 Hospital Operations Survey found that 39 percent of executives cite maintaining quality patient care as their primary clinical concern, with operating room efficiency and workforce shortages each identified by 26 percent as pressing challenges. Fifty percent of executives identified cybersecurity as their greatest digital challenge, a reminder that hospital operations resilience now encompasses digital infrastructure alongside the traditional concerns of bed management and patient flow. Visit consultclarity.org/post/50-best-thought-leaders-in-healthcare-2026 for the broader healthcare thought leadership landscape.

Organisations committed to strengthening their hospital leadership culture can bring Jonno White in to facilitate Working Genius workshops, executive team offsites, and leadership keynotes for their senior teams. International travel is often far more affordable than clients expect. Engage Jonno at jonno@consultclarity.org.

How This List Was Compiled

Each leader on this list was selected for a documented, fact-checked contribution to the field of hospital operations. Selection drew on editorial recognition by major healthcare publications including Becker's Hospital Review and Modern Healthcare, verified leadership pages at respective organisations, peer-reviewed academic publications, organisational press releases, and confirmed professional profiles. Every present-tense role and organisation was confirmed active within the past twelve months. The list reflects a genuinely global field, drawing on leaders from the United States, the United Kingdom, the Netherlands, India, and Canada.

Category 1: Operational Innovators

1. Fritz Francois

Fritz Francois serves as Executive Vice President, Vice Dean, and Chief of Hospital Operations at NYU Langone Health in New York City, overseeing all patient care activity on the Manhattan campus of one of the largest academic health systems in the United States, with more than 54,000 employees and revenue exceeding $15.4 billion in 2025. His perspective on the COO role, shared publicly in 2025, positions real-time predictive analytics and AI as the foundation of modern hospital operations, transforming what was once reactive management into proactive system-wide orchestration.

Francois has over 70 peer-reviewed publications, book chapters, and presentations, and has been recognised for his research into health disparities. NYU Langone's 2025 announcement of a new multibillion-dollar academic medical centre in Melville, Long Island, reflects the operational ambition that runs through the system he helps lead. He previously guided the 2018 opening of Kimmel Pavilion and led the operational response to COVID-19 across NYU Langone's Manhattan campus.

2. Megan Brosious

Megan Brosious was appointed Executive Vice President and Chief Operating Officer of Geisinger in March 2025, assuming operational leadership of a 10-hospital, 26,000-employee system across central and northeastern Pennsylvania that is part of Risant Health. Her appointment followed more than 20 years with the Geisinger system, during which she rose to Chief Administrative Officer of the Central Region and contributed to Geisinger becoming the first hospital in the nation to earn Comprehensive Heart Attack Center Certification.

On LinkedIn, where she posts regularly on hospital quality, patient safety, and regulatory standards, Brosious brings a direct practitioner's perspective to the operational challenges facing health systems today, including workforce shortages, care quality measurement, and the financial pressures bearing down on community hospital operations. Her commentary draws explicitly on her background in health IT and hospital operations to connect policy changes to practical performance consequences.

3. Mohan Giridharadas

Mohan Giridharadas is the Founder and CEO of LeanTaaS, a Silicon Valley technology company that has deployed AI-powered capacity management, staffing, and patient flow software across more than 1,000 hospitals and health systems as of 2025. Before founding LeanTaaS, he was a Senior Partner at McKinsey and Company leading the Lean Manufacturing and Lean Service Operations Practice for North America and Asia-Pacific.

The Transform Hospital Operations Virtual Summit, hosted by LeanTaaS in partnership with Becker's Healthcare, has become one of the leading forums for hospital executives to share advances in throughput, OR efficiency, and inpatient bed management. Giridharadas posts regularly on LinkedIn with candid observations about the culture and technology decisions that separate high-performing from stalling health systems, making him one of the most publicly visible voices on AI's practical application in hospital operations.

4. Bryan Croft

Bryan Croft is Executive Vice President, Hospital Operations and Chief Operating Officer of Cedars-Sinai Medical Center in Los Angeles, and concurrently serves as CEO of Cedars-Sinai Marina del Rey Hospital. He joined Cedars-Sinai in 2010 and has spent more than 15 years in progressively senior operational roles there, previously serving as VP of Operations at Houston Methodist Hospital.

In February 2026, Croft joined the American Hospital Association's Regional Policy Board 9, where he advises on healthcare policies for the western United States. His September 2025 public commentary on the COO role characterises the position as requiring extreme flexibility in the face of compounding disruptions, from AI adoption and regulatory demands to wildfires and supply shortages, alongside a hardline focus on patient capacity, flow, and throughput as core daily priorities.

5. Scott Arnold

Scott Arnold is Executive Vice President and Chief Digital and Innovation Officer at Tampa General Hospital in Florida, and the creator of the CareComm Clinical Command Centre, one of the most cited implementations of AI-driven hospital operations management in practice. Since joining Tampa General in 2010, Arnold has led integrations with GE Healthcare and Palantir platforms, reducing sepsis-related mortality by approximately three percent and contributing to saving nearly 200 lives.

He scaled the hospital's hospital-at-home programme to achieve readmission rates of four to five percent, significantly below inpatient averages, while delivering substantially higher patient satisfaction scores. Tampa General was recognised by Newsweek as one of the world's best smart hospitals for 2025. Arnold's deployment of the Palantir AI platform to streamline care coordination and staffing represents one of the most advanced real-world implementations of AI in hospital operations management globally.

6. Sheila Antrum

Sheila Antrum is Senior Vice President and Chief Operating Officer of UCSF Health in San Francisco, with more than 40 years of experience in medical operations across complex academic health systems. She oversees operations across UCSF Health's campuses including Parnassus Heights, Mission Bay, Mount Zion, and UCSF Benioff Children's Hospitals, with a portfolio spanning clinical services, facilities, supply chain, major construction projects, pharmaceutical services, and perioperative operations.

In 2024, Antrum was appointed to the board of Integer Holdings Corporation, reflecting external recognition of her operational expertise at the enterprise governance level. Her career spans more than two decades with the University of California, having also previously served at UC San Diego Medical Center and the University of Pennsylvania's Perelman School of Medicine.

7. Deepa Kumaraiah

Deepa Kumaraiah was appointed Executive Vice President and Chief Operating Officer of NewYork-Presbyterian effective January 2026, directing strategy and operations across all 10 of the system's hospital campuses and ambulatory sites. A cardiologist trained at Massachusetts General Hospital with a medical degree from the University of Pennsylvania and an MBA from the Wharton School, she joined NewYork-Presbyterian in 2012 and previously served as group senior vice president, system chief medical officer, and COO of perioperative services.

Her physician-executive background reflects a deliberate choice by NewYork-Presbyterian to place clinical credibility at the top of its operational structure. The combination of cardiology training, Wharton business education, and extensive operational experience running perioperative services across a 10-hospital system positions her as one of the most comprehensively prepared hospital operations executives in the United States.

Category 2: Academic Medical Centre Operations Leaders

8. Jay Anderson

Jay Anderson is Chief Operating Officer of The Ohio State University Wexner Medical Center in Columbus, responsible since July 2021 for leading clinical enterprise operations across seven hospitals and the ambulatory services division. Before joining Ohio State, Anderson spent more than 20 years at Northwestern Memorial Healthcare and Northwestern Medicine in progressively senior roles, including as President of Kishwaukee and Valley West Hospitals and Senior Vice President of Pandemic Operations.

Recognised by Becker's Hospital Review among its Academic Medical Center COOs to Know in 2025, Anderson's operational background bridges both community health system integration and large-scale academic medical centre management, enabling him to understand operational challenges at different scales. His COVID-19 testing strategy across five laboratory operations at Northwestern was one of the earliest large-scale pandemic operational responses by an academic health system.

9. Richard Azar

Richard Azar is Chief Operating Officer of UCLA Health in Los Angeles, responsible for patient care support operations across UCLA Health's four hospitals and clinical service lines since 2018. Under his leadership, UCLA Health launched its first 24/7 patient flow command centre and developed technology to streamline access for patients requiring transfer into the network. He has also overseen multiple service line expansions and the conversion of a closed hospital into a new behavioural health campus.

Recognised by Becker's among its Academic Medical Center COOs to Know in 2025, Azar serves as executive sponsor of UCLA Health's Administrative Fellowship Programme, a commitment to developing the next generation of hospital operations leaders from within the system. The UCLA Health careers page as recently as March 2026 confirms him as the active operational leader of one of California's most prominent academic health systems.

10. Nathan Shinagawa

Nathan Shinagawa is Chief Operating Officer and Senior Vice President of UCI Health in Orange, California, overseeing daily operations for the county's only academic healthcare system, a $4 billion network. He has more than 14 years of hospital leadership experience and spearheaded the acquisition of four community hospitals that elevated UCI Health to one of California's largest academic health systems, and also oversaw development of the $1.3 billion UCI Health Irvine medical campus.

Recognised by Becker's among its COOs to Know, Shinagawa chairs the American College of Healthcare Executives Management Series editorial board, a contribution to the profession's educational infrastructure that reflects engagement with hospital management as both a practice and a discipline to be continuously developed.

11. Deborah Addo

Deborah Addo has served as President and Interim Chief Executive Officer of Penn State Health in Hershey, Pennsylvania, bringing more than 30 years of leadership experience in healthcare operations and management. Named multiple times by Becker's Hospital Review as one of the 50 Great African American Leaders in Healthcare to Know, Addo oversaw a $217 million financial turnaround at Penn State Health between fiscal years 2023 and 2024 and is leading the system's major transition to Epic's electronic health record platform.

Before joining Penn State Health, she served as CEO of two Inova hospitals in Virginia, building a track record of leading health systems through complex operational transitions. Her career represents one of the most complete journeys from operational leadership to the chief executive suite in contemporary healthcare, and her public engagement on healthcare access and equity issues in central Pennsylvania reflects the broader social mission that defines health system operational leadership at its best.

12. Michael Elliott

Michael Elliott was appointed the inaugural Chief Operating Officer of VCU Health System in Richmond, Virginia in May 2025, following an extensive national search. As the first person to hold this operational leadership role at one of Virginia's premier academic medical centres, Elliott is building the operational infrastructure and management frameworks for a growing health system from the ground up, a challenge distinct from inheriting and refining an established model.

His appointment reflects VCU Health's commitment to placing senior operational leadership at the executive level as it expands its academic medical centre footprint and navigates the increasingly complex demands of combining research, teaching, and clinical care missions within a single operational framework serving the Commonwealth of Virginia.

13. Jinhee Nguyen

Jinhee Nguyen was appointed Senior Vice President and Chief Operating Officer of Huntington Health in Pasadena, California in January 2026. A Doctor of Nursing Practice and registered nurse by training, Nguyen brings front-line clinical experience directly to system-level operational leadership. Her clinical background combined with executive operational responsibility reflects a growing consensus in academic hospital management that operational leaders who have worked at the bedside make more credible decisions about capacity and workflow design.

Huntington Health is a highly regarded community hospital system serving the Pasadena region. Nguyen's appointment continues a broader trend of health systems investing in CNO-to-COO leadership pathways that bridge clinical and operational excellence, recognising that the lived experience of clinical workflows makes operational leaders more credible to the clinicians they serve.

Category 3: Health System COOs at Scale

14. Kimberly Guy

Kimberly Guy became the sole Chief Operating Officer of BayCare Health System in Clearwater, Florida in March 2025, having previously served as co-COO. She now oversees operations across all 16 BayCare hospitals and is leading the construction programme for BayCare Hospital Manatee, scheduled to open in 2028. Named a 2025 BusinessWoman of the Year honoree by the Tampa Bay Business Journal, Guy describes the COO role as having evolved from logistics oversight into strategic partnership.

BayCare is West Central Florida's largest healthcare provider, and Guy's stewardship of its operations through a period of ongoing capital construction, workforce pressure, and care model diversification makes her one of the most operationally consequential community health system leaders in the southeastern United States. Her tenure spans more than two decades in progressively senior hospital operations roles.

15. Clarence Sevillian

Clarence Sevillian is Executive Vice President and Chief Operating Officer of Prisma Health in Greenville, South Carolina, overseeing all acute, medical group and ambulatory, and post-acute operations. One of the most publicly documented outcomes of his tenure is the achievement of $450 million in margin improvement in approximately three years against a six-year target, accomplished through supply chain optimisation, clinical alignment, and operational efficiency work in partnership with Premier.

Before joining Prisma Health in 2021, Sevillian spent more than two decades at McLaren Health Care, including as President of the Northern Region with responsibility for six hospitals. He was also elected President of the Big South Conference for the 2025 to 2027 academic years, reflecting his standing and community leadership beyond the boundaries of healthcare operations alone.

16. Nannette Berensen

Nannette Berensen is Chief Operating Officer of Intermountain Health in Salt Lake City, a 33-hospital nonprofit system operating across seven states. Appointed to the role in February 2023, she previously developed and implemented Intermountain's Clinical Shared Services model across 13 enterprise clinical service lines. A Doctor of Pharmacy with an MBA and a Master of Healthcare Administration, Berensen also served as an associate professor at the Medical University of South Carolina before returning to Intermountain.

Her combination of pharmacy expertise, clinical programme development, and system-level operational leadership is unusual in the COO cohort and reflects a career built on both scientific rigour and administrative depth. Intermountain Health is consistently cited as one of the United States' most operationally efficient not-for-profit health systems, and Berensen's background in clinical shared services gives her a distinctive lens on the infrastructure that enables system-wide operational consistency.

17. Lisa Foo

Lisa Foo was appointed the first-ever Chief Operating Officer of Tenet Healthcare in Dallas in May 2025, a newly created role at one of the nation's largest for-profit hospital operators with more than 70 hospitals and 480 ambulatory surgical facilities. Trained as a biological engineer at the Massachusetts Institute of Technology and a former McKinsey and Company consultant, Foo brings an analytically rigorous, commercially oriented perspective to hospital operations management.

Her background in enterprise strategy, commercial operations, data analytics, and procurement gives her an unusually broad operational toolkit as she takes on responsibility for the entire operational performance of Tenet's hospital and ambulatory portfolio. Her appointment as Tenet's first COO signals a structural investment in unified operational leadership at a system that has historically managed much of its operational performance at the hospital and division level.

18. Tonya Johnson

Tonya Johnson is Chief Operating Officer at the University of Missouri Health Care in Columbia, Missouri, a position she took on in July 2024 after nearly eight years as Senior Vice President and COO of Southcoast Hospitals Group in Massachusetts. A Doctor of Nursing Practice with clinical leadership roots at Penn Medicine, Johnson is one of the clearest public articulators of the modern COO imperative: combining operational efficiency and standard work with the broader skills of cross-functional collaboration and adaptive strategic leadership.

She speaks candidly about how workforce shortages and throughput challenges require COOs to remove distractions and chart clear operational paths, while simultaneously building the relational and cultural conditions that enable high-performing teams to sustain their performance. Her public commentary in 2025 on the evolving COO role, published by Becker's Hospital Review, draws directly on her experience across both community and academic health systems.

19. Chad Tuttle

Chad Tuttle is Chief Operating Officer of Corewell Health, a 21-hospital health system in Grand Rapids and Southfield, Michigan, formed through the merger of Spectrum Health and Beaumont Health. The operational complexity of integrating two previously distinct clinical cultures, information systems, and supply chains makes the COO mandate at Corewell one of the most demanding health system integration challenges in the American Midwest.

His appointment was noted in Becker's Hospital Review's 2025 roundup of significant health system COO appointments, reflecting the broader recognition of Corewell's operational integration journey as a case study in large-scale system consolidation. Corewell Health is one of Michigan's largest health systems and is navigating the integration challenge while simultaneously managing the competitive and workforce pressures facing all large Midwestern health systems.

20. Kelly Elkins

Kelly Elkins is Chief Operating Officer of MaineHealth in Portland, Maine, overseeing a not-for-profit health system whose portfolio encompasses hospitals, outpatient services, home health, its medical group, community clinics, clinical support services, and service lines across the largest health system in Maine. With more than 20 years of healthcare experience, Elkins was named by Becker's Hospital Review among its Academic Medical Center COOs to Know in 2025.

Her stewardship of MaineHealth's operational platform serves communities across northern New England, a region whose rural and remote geography creates operational challenges rarely encountered in urban health system management, including workforce distribution across large geographic areas, patient transfer logistics, and seasonal demand variation that bears directly on capacity planning.

Category 4: Technology and AI-Driven Operations

21. Rina Bansal

Rina Bansal is President of Inova Alexandria Hospital and Senior Vice President of Inova Health System in Virginia. A physician-executive who earned both her medical degree and MBA from McGill University's inaugural MD-MBA programme, Bansal has led a sustained operational transformation at Inova Alexandria that increased market share and hospital capacity by approximately 30 percent through targeted improvements in throughput, patient flow, and capacity management.

She is currently leading the construction of a new campus slated to deliver 231 beds and a Level 2 Trauma Centre by 2028, replacing a 150-year-old facility. The hospital has achieved a Leapfrog 'A' grade for five consecutive years and rose from a three-star to a five-star CMS rating under her tenure. LinkedIn activity as recently as June 2026 confirms she remains one of the most publicly engaged hospital operations leaders in the United States.

22. Boykin Robinson

Boykin Robinson is CEO of Core Clinical Partners, a company focused on reshaping hospital and physician group management through AI and operational innovation. Recognised as a thought leader by the American College of Healthcare Executives on how AI is reshaping hospital operations and clinical management, Robinson takes a practitioner's pragmatic view: the question is not whether AI can help, but how to embed it into actual clinical and administrative workflows, protect culture, and build trust at the frontline level.

His perspective, shared at ACHE forums in 2025, emphasises that AI adoption in hospital operations requires as much attention to governance, change management, and human factors as it does to technology selection, a viewpoint increasingly supported by health systems reporting AI implementation challenges that have more to do with people than with platforms.

23. David Reich

David Reich is President of The Mount Sinai Hospital and Chief Clinical Officer of the Mount Sinai Health System in New York City. He represented Mount Sinai at the Arab Health 2025 Conference in Dubai in January 2025, presenting on artificial intelligence applications in hospital operations at the Smart Hospital and Infrastructure track.

His combination of clinical leadership and operational responsibility at one of New York's flagship academic medical centres, alongside international engagement in the growing conversation about smart hospital design in the Middle East, positions him as a bridge between US academic medicine and global hospital operations practice. Mount Sinai's growing international hospital operations work reflects broader recognition that operational models developed in large US academic health systems have genuine transferability to rapidly developing healthcare markets globally.

24. Lou Baverso

Lou Baverso is Chief Operating Officer and President of Allegheny Health Network Hospitals in Pittsburgh, Pennsylvania, a role he assumed in September 2025 after serving as COO of UAB Health System in Birmingham, Alabama. AHN is a 14-hospital system and the provider arm of Highmark Health. His appointment was personally announced by AHN President and CEO Mark Sevco, who cited Baverso's exceptional operational track record and deep understanding of the western Pennsylvania healthcare market.

His career background includes extensive hospital operations leadership at Tulane Medical Center in New Orleans, including during the rebuilding of hospital services following Hurricane Katrina, one of the most operationally demanding recovery scenarios any hospital leadership team has faced. That experience shapes a resilience orientation that is increasingly valued in hospital operations leadership.

25. Sam Hazen

Sam Hazen is Chief Executive Officer of HCA Healthcare in Nashville, Tennessee, which operates 190 hospitals in 20 states with 44,000 active and affiliated physicians. Since becoming CEO in 2019, Hazen has guided HCA through declining surgery volumes, rising specialist fees, the impacts of multiple hurricanes, and the operational disruptions of recent years, while maintaining the infrastructure of the largest for-profit hospital system in the United States.

His 2025 strategic priorities include growing the ambulatory surgical centre footprint and managing the increasingly complex interface between hospital operations and outpatient care settings. The operational systems that coordinate 44 million annual patient encounters across HCA's network represent one of the largest hospital operations management challenges anywhere in the world, making his operational stewardship of HCA uniquely consequential.

26. Brian Adams

Brian Adams is President and Chief Executive Officer of AdventHealth's Central Florida Division in Orlando, overseeing strategy, operations, and growth across hospitals, emergency departments, and ambulatory services for one of the largest faith-based health systems in the United States, with more than 37,000 team members. In 2025, Adams assumed additional strategic oversight of AdventHealth's physician enterprise in Central Florida.

His leadership demonstrates the direction health system operations is heading: leaders who can simultaneously manage acute care operations, ambulatory network growth, workforce development, and community health strategy, with each dimension of operational responsibility reinforcing rather than competing with the others. AdventHealth's Central Florida operations represent one of the most complex regional health system portfolios in the southeastern United States.

Category 5: Quality, Safety, and Operational Improvement

27. Alyssa Asprec

Alyssa Asprec is Chief Operating Officer of Memorial Hermann Health System in Houston, Texas, one of the largest not-for-profit health systems in the country. She spent more than two decades at Memorial Hermann, most recently as Chief Transformation Officer, where she led efforts that saved the system more than $1 billion over six years. She is the founding executive sponsor of Women Leaders of Memorial Hermann and has been named among the 'Most Powerful and Influential Women in Texas' by the National Diversity Council.

She also chaired the Texas Hospital Association's executive committee and board of directors, extending her operational leadership influence beyond a single institution. Her career trajectory from clinical operations to system-wide transformation officer to COO reflects the emerging path of hospital operations leaders who combine operational rigour with genuine change management credentials built across a sustained body of work.

28. Michael Dowling

Michael Dowling served for more than two decades as President and CEO of Northwell Health, building New York's largest healthcare system from a regional network into an enterprise employing 87,000 people with an $18 billion annual budget. His tenure produced one of the most studied examples of large-scale health system operational transformation in the United States, characterised by workforce investment, health equity prioritisation, and institutional public leadership on complex healthcare issues.

Now CEO Emeritus at Northwell, Dowling continues to contribute to the field through writing and public engagement. His book on leading through the pandemic draws on operational lessons from one of the New York City health systems most directly tested by COVID-19, and his reflections on health system operations at Northwell's scale are among the most substantive available from any currently active system leader.

29. Mark Sparta

Mark Sparta is Chief Operating Officer of Hackensack Meridian Health, New Jersey's largest and most integrated health network with 17 hospitals, 500 plus patient care locations, and nearly 36,000 team members. A 30-year Hackensack Meridian veteran, Sparta was named COO in 2025 when his predecessor transitioned to an advisory role. His deep institutional knowledge of one of the most complex regional health systems in the northeast represents a deliberate investment in continuity and embedded operational expertise.

At a time when health systems nationally are navigating an intensification of both operational complexity and market pressure, Hackensack Meridian's decision to promote from within reflects the operational premium placed on institutional memory and long-term stakeholder relationship management. His three decades at the organisation give him a contextual depth that no external appointment could match.

30. Patrick Tuer

Patrick Tuer was appointed Chief Operating Officer of Encompass Health in April 2025, a newly created role at one of the nation's leading providers of inpatient rehabilitation hospital services, operating 166 hospitals across 40 states. Inpatient rehabilitation is a distinctive operational environment that combines high-volume, protocol-driven clinical programming with a geographically distributed network requiring consistent quality standards across locations with varying workforce market conditions.

His appointment reflects Encompass Health's decision to formalise system-wide operational leadership at the COO level, placing direct accountability for operational consistency, quality, and access at a senior executive position. His previous role as Group President at Encompass gave him deep familiarity with the clinical and operational model before assuming system-wide responsibility.

31. Wael Haidar

Wael Haidar serves as President of Clinical Operations at Bon Secours Mercy Health in Cincinnati, Ohio, one of the largest Catholic health systems in the United States with 48 hospitals and more than 1,000 care locations across seven states and Ireland. A physician executive with a medical degree from the American University of Beirut and an MBA from Northwestern University's Kellogg School of Management, Haidar was named to the president of clinical operations role in 2025 as part of a transition that placed clinical operations under unified presidential oversight.

His background spanning internal medicine, geriatrics, medical group management, and clinical operations at the system level positions him as a representative of the physician-executive model that large Catholic health systems are increasingly adopting for their most senior operational leadership. Bon Secours Mercy Health's confirmation of his role on the system's organisational structure page as recently as February 2026 underlines the currency of his operational mandate.

32. Gianrico Farrugia

Gianrico Farrugia has served as President and CEO of Mayo Clinic since January 2019, leading what Newsweek consistently ranks as the world's number one hospital, with an 85,000-person global workforce delivering care to patients from all 50 states and more than 135 countries. The operational infrastructure underpinning Mayo Clinic's clinical reputation, including multi-site scheduling systems, international patient access frameworks, and care coordination across campuses in Minnesota, Arizona, and Florida, constitutes one of the most studied operational models in global healthcare.

The $9 billion infrastructure investment programme overseen during his tenure is one of the largest capital and operational transformation programmes in the history of US academic medicine. He plans to complete his tenure at the end of 2026 per Becker's reporting, making his operational legacy work in his final year a significant point of institutional focus.

Category 6: Financial Resilience and Operational Scale

33. Dave Caspers

Dave Caspers was appointed Chief Operating Officer of Ardent Health in Nashville, Tennessee in 2025, assuming operational leadership of a 30-hospital system across six states. Caspers arrived from Walmart Health, where he served as Vice President of Omnichannel Operations, a background that brings a consumer-centric, technology-forward perspective to hospital operations leadership that is unusual in a field still dominated by traditional healthcare career trajectories.

His ability to apply retail operations thinking to hospital capacity, access, and patient experience challenges represents a deliberate operational diversification of perspective at Ardent. The cross-pollination of operational disciplines between retail and healthcare is increasingly recognised as a source of genuine innovation in patient access design, and Caspers represents this trend at the health system COO level.

34. Eric Stevens

Eric Stevens is Chief Operating Officer of Adventist Health, a 23-hospital faith-based system serving the western United States, a role he stepped into in March 2025 while continuing to serve as President of the system's Northern California network. His dual accountability across system COO and regional president roles reflects a broader trend in health system operations where operational expertise is combined with geographic market accountability.

Adventist Health serves communities across California, Hawaii, Oregon, and Washington, and the operational coordination across this geographically dispersed network, including rural and urban markets with very different workforce and demand characteristics, defines the scope of Stevens's operational challenge. His ability to hold both the system view and the local market reality simultaneously is the core operational skill his role demands.

35. Eduardo Conrado

Eduardo Conrado became President and CEO of Ascension in 2023, inheriting a system facing significant operational and financial challenges, and has since led one of the most consequential nonprofit healthcare turnarounds in recent history. Under his leadership, Ascension achieved a $1.4 billion year-over-year improvement in operating results and reported net income of $918 million in fiscal year 2025. Ascension hospitals now perform above federal quality benchmarks for patient safety and achieved a Net Promoter Score above 80 in 2025.

The operational infrastructure underpinning this transformation includes the launch of a Clinical Innovation Institute and investments in digital platforms, analytics, and ambulatory service expansion. His engineering and technology background drives a data-intensive approach to operational decision-making at a system that includes more than 140 hospitals across 19 states.

36. Laren Tan

Laren Tan serves as Senior Vice President of Clinical Faculty Operations and Chief Operating Officer of the Loma Linda University Faculty Medical Group at Loma Linda University Health in Loma Linda, California. He also holds the Chair of the Department of Medicine at Loma Linda University School of Medicine. His dual role bridging academic departmental leadership and faculty medical group operational management is representative of the physician-executive model academic health systems are increasingly adopting.

His contributions to Loma Linda University Health's operational infrastructure, including the development of the Comprehensive Program for Obstructive Airway Diseases and the first regionally accredited hyperbaric medicine programme, reflect a physician leader who has spent more than a decade building operational capabilities alongside clinical ones, confirmed most recently in the Becker's Hospital Review podcast of December 2025.

37. Frederick Cerise

Frederick Cerise is President and CEO of Parkland Health in Dallas, Texas, the primary safety-net hospital and public health authority for Dallas County and one of the largest public hospital systems in the United States. Operating a safety-net hospital at Parkland's scale requires operational leadership that simultaneously manages the clinical complexity of tertiary and quaternary care with the population health and equity challenges of a public institution funded through public tax structures.

Serving as Chair of the ABIM Foundation's Board of Trustees for 2024 to 2025, Cerise's standing extends into the national conversation about medical professionalism and health equity. His operational leadership of Parkland, which serves one of the most diverse and economically varied urban populations in America, places him among the most consequential public hospital operators in the country, confirmed on the Parkland Health senior executives page and through multiple independent sources.

38. Mark Sevco

Mark Sevco is President and Chief Executive Officer of Allegheny Health Network in Pittsburgh, Pennsylvania, a 14-hospital system and the provider arm of Highmark Health, joining in March 2025 after serving as COO of Sutter Health's Northern California market. A veteran of UPMC where he spent 30 years in senior leadership including as President of UPMC's 40-hospital system and President of UPMC Children's Hospital, Sevco returned to the Pittsburgh healthcare market with one of the most comprehensive operational portfolios of any current health system president.

Active on LinkedIn, Sevco posts about AHN's strategic plan, capital investments, and team milestones. His January 2026 rollout of the AHN 2030 strategic plan and its operational alignment with 2026 targets demonstrates the transparency and accountability model he brings to public health system leadership. In September 2025 he reported a 4 to 5 percent growth across patient care indicators alongside a 2 percent positive operating margin.

Category 7: Global Perspectives and Academic Contributions

39. Amanda Pritchard

Dame Amanda Pritchard became Chief Executive of Guy's and St Thomas' NHS Foundation Trust in September 2025, the largest hospital group in the United Kingdom, following nearly four years as Chief Executive of NHS England. As NHS England's first female chief executive, she led the health service through the Omicron wave, published the first-ever NHS Long Term Workforce Plan, and guided the system's post-pandemic recovery. Awarded a damehood in the 2026 New Year Honours, Pritchard now directs one of the world's most operationally complex hospital environments.

Guy's and St Thomas' serves millions of patients annually across multiple London hospital sites, combining a major district general hospital function with a world-leading specialist centre role, under continuous public accountability and within the unique operational constraints of NHS funding and workforce frameworks. Her transition from system regulation to direct operational leadership is itself a notable illustration of how NHS talent flows between system and provider roles.

40. Nathan Proudlove

Nathan Proudlove is Programme Director for Leadership and Management in the Healthcare Sciences at the University of Oxford, and a Senior Lecturer in Operational Research at Alliance Manchester Business School, with more than 2,300 academic citations. He co-authored the 2022 updated edition of Operations Management for Healthcare (Routledge), the field's standard academic textbook, and published peer-reviewed work in BMJ Open Quality in November 2025.

His particular interests centre on patient flow, bed management, capacity and demand modelling, and process improvement in NHS hospital settings. He has worked directly with NHS trusts, the NHS Modernisation Agency, and the Health Foundation to translate operational research into practical hospital improvement programmes, making him one of the most applied researchers in the hospital operations management field globally.

41. Jan Vissers

Jan Vissers held the Chair in Health Services Operations Management at Erasmus University Rotterdam from 2004 to 2016 and remains an active Visiting Professor and researcher. He co-authored the 2022 updated edition of Operations Management for Healthcare (Routledge) and has published extensively on surgical admission planning, master scheduling of medical specialists, care pathway modelling, and comparative operational management across European hospital systems.

Active on LinkedIn in 2025, Vissers continues to contribute to the academic conversation about how value-based healthcare must align with hospital operations and performance management frameworks. His work represents the European academic tradition that has shaped how operations management principles are applied to hospital systems across the Netherlands, Germany, and beyond, including the landmark comparative analysis of stroke services across six EU countries.

42. Sylvia Elkhuizen

Sylvia Elkhuizen is Assistant Professor of Health Services Operations Management at the Erasmus School of Health Policy and Management at Erasmus University Rotterdam in the Netherlands, and a co-author of the 2022 edition of Operations Management for Healthcare (Routledge). Her research focuses on analysing operational performance for surgical services, patient care pathway modelling, and comparative operations management studies across European healthcare systems.

As a practitioner-educator working at the intersection of management science and hospital operations, Elkhuizen represents the European academic tradition that has shaped how operations management principles are applied to hospital systems. Her contributions to the comparative analysis of stroke services across six EU countries represent the kind of multi-country operational research rarely produced in the US-focused literature, and her co-authorship of the field's standard textbook gives her work exceptional reach into health administration education globally.

43. Devi Shetty

Devi Shetty is the Founder and Chairman of Narayana Health in Bengaluru, India, which operates 24 hospitals and seven heart centres and has become one of the global reference points for combining exceptional clinical outcomes with radical operational efficiency. Narayana Health's model of high-volume cardiac surgery at costs a fraction of those charged in Western health systems has influenced policymakers, health system designers, and hospital operators across Asia, Africa, and the Americas.

With a personal net worth estimated at approximately $2 billion as of early 2025, Shetty has demonstrated through Narayana Health's sustained performance that the assumed trade-off between quality and cost in hospital operations is not immutable, but a function of the operational design choices made at the leadership level. His model has become one of the most studied cases in global health system management education.

44. Viren Shetty

Viren Shetty is Executive Vice Chairman of Narayana Health, where he leads the group's digital transformation strategy, technology integration, and international expansion. He has been a public advocate for systemic changes to health financing in India, and his 2024 leadership of the launch of Narayana Health Insurance Ltd. demonstrates his conviction that the operational challenge in healthcare cannot be fully solved without simultaneously redesigning the financial infrastructure that funds care delivery.

His dual focus on clinical operations and health financing makes him one of the most distinctive operational thinkers in Asian healthcare, and his willingness to engage publicly on both hospital operations and systemic health financing reform positions him as a rare voice combining hands-on operational responsibility with policy ambition. His work on digital health records and AI-driven diagnostics within Narayana Health is among the most advanced in the Indian healthcare context.

45. Gordon Burrill

Gordon Burrill is Partner and National Health and Life Sciences Industry Leader at KPMG Canada in Toronto, and Global Co-Lead of Operational Excellence in Healthcare at KPMG International. Over more than 15 years focused on healthcare, he has led hospital patient-flow transformations across 60 organisations, reducing emergency department wait times, and has coached senior leadership on Lean problem-solving at more than 30 acute care hospitals across Canada, the United Kingdom, the Middle East, and Australia.

A Lean Six Sigma Black Belt with prior experience at McKinsey and Company, Burrill co-founded HIO Group, a healthcare operations consultancy, before joining KPMG. His active LinkedIn presence, combined with published contributions to KPMG's healthcare thought leadership including a major 2025 report on Canadian healthcare system challenges, makes him one of the most internationally visible practitioners of hospital operations transformation currently in active practice.

Category 8: Authors, Researchers, and Field Shapers

46. James Langabeer

James Langabeer holds the Robert H. Graham Endowed Professorship in Entrepreneurial Biomedical Informatics at UTHealth Houston's McWilliams School of Biomedical Informatics, with joint appointments in Psychiatry and Emergency Medicine. The author of seven books and nearly 150 peer-reviewed publications, Langabeer wrote Healthcare Operations Management: A Systems Perspective, now in its third edition with Jones and Bartlett and the standard academic text in health administration programmes across the United States.

His research has been funded by the American Heart Association, CDC, NIH, SAMHSA, and the U.S. Department of Justice. A Fellow of the American College of Healthcare Executives, the American Heart Association, and HIMSS, he brings a career combining founding CEO hospital executive experience with academic rigour in quantitative operations management, making him one of the most cited voices in the hospital operations management literature.

47. Atul Gawande

Atul Gawande is a general surgeon at Brigham and Women's Hospital in Boston and a professor at Harvard Medical School, and the author of The Checklist Manifesto: How to Get Things Right, which demonstrated through the World Health Organization's Surgical Safety Checklist study how a simple operational tool tested across eight hospitals in eight countries reduced surgical complications by more than a third. Published in 2009, the research established the systematic use of surgical safety checklists as a global standard of hospital operations practice.

His body of writing, including Better, Complications, and Being Mortal, has influenced how a generation of hospital leaders understands the gap between what hospital operations makes possible and what it actually delivers. The checklist research in particular has had as much practical impact on hospital operations globally as any single academic publication in the past 20 years, establishing a foundational principle that simple, well-designed operational tools reliably outperform expert improvisation in complex environments.

48. Howard Chrisman

Howard Chrisman became Chief Executive Officer of Northwestern Medicine's academic medical enterprise in January 2023, having previously served as the system's President and Chief Operating Officer. A vascular and interventional radiologist who continues to treat patients alongside executive responsibilities, Chrisman spent 26 years at Northwestern Medicine building clinical and operational credibility simultaneously.

His ascent from COO to CEO exemplifies what academic medical centres increasingly require: operational leaders who can speak credibly about both clinical practice and system-wide performance. Northwestern Medicine is a 12-hospital system consistently ranked among the top academic medical centres in the United States, and Chrisman's operational foundation informs his approach to the full range of CEO responsibilities including the system's capital development, physician alignment, and AI strategy.

49. Dan Roth

Dan Roth was appointed Executive Vice President and Chief Operating Officer of Trinity Health effective January 1, 2026, one of the largest Catholic health systems in the United States with 93 hospitals across 26 states. A physician executive board-certified in internal medicine, Roth previously served as EVP and Chief Clinical and Community Division Operations Officer at Trinity Health, with prior roles spanning COO of Trinity Health Partners, senior vice president of clinical integration, and chief clinical officer.

His appointment leads a newly formed Office of the COO at Trinity Health, designed to unify and strengthen clinical and operational leadership at the system level. Trinity Health's combination of hospital, continuing care, home health, and PACE programmes creates one of the most operationally complex portfolios any COO oversees in the United States, and Roth's clinical background positions him to bridge the clinical and administrative dimensions of that complexity.

50. Carrie Dunford

Carrie Dunford was named Chief Clinical Shared Services Officer of Intermountain Health in early 2026, responsible for driving operational improvements across the clinical shared services infrastructure of a 33-hospital system in seven states. She brings more than 25 years at Intermountain Health, having previously served as Chief Pharmacy Officer and Vice President of Clinical Services, where she championed high-quality care at affordable costs and developed the systems that connect pharmacy operations to system-wide clinical performance.

Her appointment to the Board of the AHA Committee on Clinical Leadership for 2026 reflects external recognition of her institutional standing and contribution to the field. As a representative of the next generation of hospital operations leaders building careers in the shared services and enterprise operations space, Dunford exemplifies the operational depth that system-level health organisations are increasingly building within their management infrastructure.

Notable Voices We Almost Included

This list of 50 reflects the leaders whose influence in hospital operations is most clearly documented and confirmed as of June 2026. Several additional names deserve acknowledgement for their contributions to the field.

Jim Mackey, who became Chief Executive of NHS England in April 2025 after more than two decades at Northumbria Healthcare NHS Foundation Trust, is one of the most operationally credible system leaders in British healthcare. His record includes periods as Chief Executive of NHS Improvement on secondment and a knighthood for services to healthcare, but his recent appointment means his influence at the NHS England level is still establishing itself.

Karen Murphy, the new President of Geisinger Health Plan and EVP of Insurance Operations at Geisinger, is shaping the intersection of hospital operations and insurance operations in ways that will become increasingly important as health systems integrate their clinical and financing models.

Robert Allen, President and CEO of Intermountain Health, built his operational reputation as COO before ascending to the chief executive role, and his operational infrastructure decisions continue to shape how Intermountain delivers care across seven states.

Common Mistakes to Avoid in Hospital Operations Leadership

Hospital operations leadership is one of the most technically and humanly demanding forms of management in the world, and the patterns of failure that recur across health systems are instructive.

The most persistent failure is treating patient flow as a logistics problem rather than a leadership problem. Bed management systems, capacity command centres, and predictive scheduling tools are genuine advances, but they do not replace the organisational culture and escalation protocols that determine whether front-line staff use those tools effectively. Leaders who invest in technology without investing equally in the cultural conditions that make technology adoption successful consistently underperform those who address both dimensions simultaneously.

The second common failure is financial management that is divorced from operational reality. Across the United States, approximately 40 percent of hospitals continue to lose money from operations. In many cases, the financial reporting systems that track this do not communicate meaningfully with the operational systems that could address it. Leaders who bridge the data between financial performance and operational decisions, including the link between length of stay and labour costs or between OR utilisation and case contribution margins, are building a genuine competitive advantage.

The third failure is workforce strategy that is reactive rather than structural. Workforce shortages and high agency nursing spend are cited as the leading cost driver by 34 percent of hospital executives. The health systems that have demonstrably reduced this burden have done so through deliberate operational choices: building internal staffing pools, investing in retention before turnover occurs, and redesigning workflows to reduce the cognitive and administrative burden that drives burnout. Treating workforce as a perpetual emergency rather than an operational design challenge produces chronic underperformance.

The fourth failure, particularly acute in large academic health systems, is the inability to operationalise academic complexity. Academic medical centres carry teaching, research, and clinical missions that create genuine operational friction, and the leaders who navigate this best are those who have stopped treating the academic mission as an operational constraint and started designing operational systems that enable it.

Finally, the most dangerous assumption in hospital operations is that yesterday's operational excellence is sufficient for today's challenge. AI is already reshaping what is possible in capacity management, surgical scheduling, and predictive patient flow. The leaders who treat AI adoption as a future initiative rather than a present operational requirement are ceding ground to those, including several on this list, who have been embedding these capabilities for years.

An Implementation Guide for Hospital Operations Leaders

The leaders on this list share several operational practices worth examining closely, regardless of the size or type of health system you lead.

The first is the investment in operational visibility. Patient flow command centres, capacity management platforms, and real-time data dashboards are no longer aspirational features for large health systems. They are the operational infrastructure that enables leaders to respond to demand before it becomes a crisis. Fritz Francois at NYU Langone and Scott Arnold at Tampa General represent the leading edge of what this looks like in practice, but the underlying principle applies at any operational scale: you cannot manage what you cannot see in real time.

The second is the commitment to operational improvement as a continuous discipline rather than a project. Gordon Burrill's work across 60 hospital patient-flow transformations makes a consistent observation: systems that achieve sustained operational improvement build internal improvement capability rather than relying exclusively on external consultants. The Lean methodology that Prisma Health applied under Clarence Sevillian's leadership, or the Clinical Shared Services model Nannette Berensen developed at Intermountain, are not one-time interventions. They are operational management systems that become part of the permanent management architecture.

The third is the recognition that operational excellence and clinical excellence reinforce rather than compete with each other. The evidence base connecting operational quality to patient mortality and safety is not small. Rina Bansal's 30 percent capacity improvement at Inova Alexandria, or Megan Brosious's contribution to Geisinger's Comprehensive Heart Attack Center Certification, illustrate that operations done well produces better clinical outcomes, not just better financial results.

The fourth is the deliberate investment in leadership development within the operations function. Several leaders on this list, including Nathan Shinagawa at UCI Health and Richard Azar at UCLA Health, run formal Administrative Fellowship programmes designed to develop the next generation of hospital operations leaders from within. The health systems that will perform best a decade from now are investing now in the operational talent that will lead them then.

For organisations looking to support their leadership teams with executive coaching, Working Genius facilitation, or team offsite design, Jonno White works with hospital leadership teams globally. For more on the landscape of leadership consultants and development providers in the healthcare sector, visit consultclarity.org/post/50-top-leadership-consultants-for-healthcare-2026-1. Email jonno@consultclarity.org.

Frequently Asked Questions

What does a hospital operations leader actually do?

A hospital operations leader oversees the systems, processes, and people that determine how a hospital functions on a daily basis, covering patient flow from admission to discharge, capacity management, surgical scheduling, workforce deployment, supply chain, facilities, and the integration of clinical and administrative functions. At the health system level, this typically falls to a Chief Operating Officer or an executive with a comparable title such as Chief of Hospital Operations. At large academic medical centres, operations leadership increasingly combines clinical credibility, operational expertise, and technology fluency, reflecting the complexity of the modern hospital environment.

Why is hospital operations increasingly important?

The convergence of margin pressure, workforce shortages, AI adoption, cybersecurity threats, and demographic demand shifts has elevated hospital operations from a support function to a strategic imperative. According to the FTI 2025 Hospital Operations Survey, 39 percent of hospital executives cite maintaining quality patient care as their single most pressing clinical concern, with operating room efficiency and workforce shortages each named by 26 percent. Health systems that manage operations with precision are demonstrably outperforming those that do not, both financially and in patient outcomes.

How has AI changed hospital operations?

AI is transforming hospital operations primarily through capacity management, predictive patient flow, and surgical scheduling. Systems like LeanTaaS's platform, deployed at more than 1,000 hospitals, and Tampa General's CareComm command centre use AI and machine learning to anticipate demand, optimise bed availability, and reduce the reactive decision-making that drives both operational inefficiency and staff burnout. AI is also being applied to supply chain optimisation, revenue cycle management, and clinical documentation, further expanding the operational footprint of these technologies.

What background do the most effective hospital operations leaders have?

The most effective hospital operations leaders on this list come from diverse backgrounds, including nursing, medicine, engineering, pharmacy, and operations management academia. What they share is not a single career pathway but a commitment to building rigorous operational systems, developing the people around them, and remaining current with both the evidence base and the technology changing their field.

Where can hospital leadership teams find support for executive culture and team dynamics?

Jonno White, Certified Working Genius Facilitator and author of Step Up or Step Out (10,000+ copies sold), works with hospital and health system leadership teams on the communication, alignment, and team culture challenges that underpin operational performance. His Working Genius workshops, executive team offsites, and keynote programmes for healthcare organisations are delivered globally. Many organisations find that flying Jonno in costs less than engaging high-profile local providers. Email jonno@consultclarity.org.

Final Thoughts

The 50 leaders on this list share one conviction: that hospital operations is not merely a technical challenge but a leadership discipline that requires the same quality of attention, investment, and development as clinical practice itself. The connection between how a hospital is run and what happens to patients inside it is no longer theoretical. It is documented, quantified, and increasingly understood by boards, regulators, and the patients themselves.

What the research and the careers on this list demonstrate, from James Langabeer's textbooks to Scott Arnold's command centre, from Amanda Pritchard's stewardship of the NHS to Devi Shetty's Narayana Health model, is that operational excellence in hospitals is achievable regardless of geography, funding model, or healthcare system context. It requires the right people, the right frameworks, and the right commitment to building operational systems that are designed around what patients actually need, not what is most convenient to administer.

For organisations looking to strengthen the leadership culture that underpins their operational performance, Jonno White is a Certified Working Genius Facilitator, author of Step Up or Step Out, and host of The Leadership Conversations podcast (230+ episodes, listeners in 150+ countries). He works with hospital leadership teams globally on team dynamics, communication, and executive alignment. Engage Jonno at jonno@consultclarity.org or visit consultclarity.org. Whether virtual or face to face, international travel is often far more affordable than clients expect.

About the Author

Jonno White is a Certified Working Genius Facilitator, author of Step Up or Step Out, and leadership consultant who has worked with schools, corporates, and nonprofits around the world. His book Step Up or Step Out has sold over 10,000 copies globally, and his podcast The Leadership Conversations has featured 230+ episodes reaching listeners in 150+ countries. Jonno founded The 7 Questions Movement with 6,000+ participating leaders and achieved a 93.75% satisfaction rating for his Working Genius masterclass at the ASBA 2025 National Conference. Based in Brisbane, Australia, Jonno works globally and regularly travels for speaking and facilitation engagements. Organisations consistently find that international travel is far more affordable than expected. To book Jonno for your next keynote, workshop, or facilitation session, email jonno@consultclarity.org.

Sources

FTI Strategic Communications: 2025 U.S. Hospital Operations Survey. ClinIQ Healthcare: Patient Flow Management Market Analysis, March 2026. BMJ Quality and Safety: Leadership and hospital outcomes research, 2024. American Hospital Association: 2025 Environmental Scan.

Next Read

The broader landscape of hospital leadership thought leadership, across patient safety, nursing leadership, digital transformation, and health equity, is mapped across 14 countries in the Consult Clarity post covering 35 Essential Thought Leaders in Hospital Leadership Globally.

Keep reading: https://www.consultclarity.org/post/thought-leaders-hospital-leadership-global