Becker's Hospital Review

50 WOMEN'S LEADERSHIP POPULATION HEALTH Apple engineer out after employees object to comments about women By Molly Gamble T he departure of an advertising tech engineer from Apple came weeks after his hiring and days after employees sent a petition to leaders containing statements he made about women. Antonio García Martínez is no longer with Apple, The Verge and The Wall Street Journal reported May 13. He did not respond to the Journal's messages seek- ing comment at the time of publication. Mr. Martínez's LinkedIn states he began working at Apple in product engineering and ad platform in April. He previously worked on Facebook's ad target- ing team as a product manager and authored a book about Silicon Valley, Chaos Monkeys. His LinkedIn pro- file has not been changed to reflect his termination. A letter circulated by Apple employees May 12 and signed by more than 2,000 associates demanded an investigation into Mr. Martínez's hiring and included a dozen excerpts from his book, published in 2016. "Most women in the Bay Area are soft and weak, cos- seted and naive despite their claims of worldliness, and generally full of sh-t," one excerpt reads. "They have their self-regarding entitlement feminism, and ceaselessly vaunt their independence, but the reali- ty is, come the epidemic plague or foreign invasion, they'd become precisely the sort of useless baggage you'd trade for a box of shotgun shells or a jerry can of diesel." "It is concerning that the views Mr. García Martínez expresses in his 2016 book Chaos Monkeys were overlooked — or worse, excused — during his back- ground check or hiring panel," the employees wrote, demanding an investigation from Apple into how his published views were missed or ignored and a plan of action to "prevent this from happening again." An Apple spokesperson told the Journal and The Verge: "At Apple, we have always strived to create an inclusive, welcoming workplace where everyone is respected and accepted. Behavior that demeans or discriminates against people for who they are has no place here." n Yale New Haven CEO: Back to business as pandemic slows By Lauren Jensik B ecoming the CEO of Yale New Haven (Conn.) Health System was never a goal for Marna Borgstrom. "I don't think I ever said to anybody coming up along the way, 'Oh yeah, I want to be the CEO.' And so the fact that I'm doing this is great, but it isn't that it was part of a grand plan," she told Becker's. Ms. Borgstrom has been with the health system for 42 years, serving in a variety of roles before becoming president and CEO in 2005. According to Ms. Borgstrom, 2020 was the most challenging year of her career on top of being a difficult year in healthcare as a whole. "By the third week in April, we had over 800 COVID-positive inpatients in our hospitals. And this is when people were still trying to figure out what it was that we were fighting, how you best took care of patients, what it took to take care of them, how to keep your staff safe. And so, as a result of that, the budget kind of didn't matter," she told Becker's. Connecticut hospitals and health systems were eventually forced to postpone elective surgeries because of the pandemic. It was the first time she had ever seen her organization lose money. "We spent a lot of money that we hadn't planned to spend, and we didn't have the revenue coming in," she said. Ms. Borgstrom said her main priorities are getting Yale New Haven back on track financially, as well as ensuring the mental and physical well-being of its staff. She also plans to continue expanding the health system's reach. "What we've been trying to build is a way to provide appropriate, ac- ademically-based care, closer to home," she said. "So putting a cancer satellite hospital in Greenwich, or putting a heart and vascular service line in all of our hospitals and ambulatory areas, and getting great care out closer to where people are living and working. So getting back into realizing that vision is another key thing that we're focusing on." She attributed her success at the organization to her mentors and to taking advantage of opportunities that came her way. "I think the secret sauce is you have to be continuously, intellectually curious," she said. "You have to be committed to doing the work that you say you're going to do and do it well. And you have to be prepared to live with your mistakes as well as your successes, so that when you do make mistakes, people know that you're going to be around to fix them and not just kind of move on." n

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