Issue link: https://beckershealthcare.uberflip.com/i/717576
91 Yes. But can you — in the context of working in a hospital, which is trying to meet the re- quirements of ICD-10, meaningful use, and the ACA — spend vast amounts of time on innova- tion? You can't, really." Elizabeth Holmes. Ms. Holmes dropped out of Stanford in 2003 at the age of 19 to found eranos, where she currently serves as CEO, with the goal of creating a more reliable way to perform blood tests more cheaply. e compa- ny offers tests at 50 percent below Medicare re- imbursement. She wanted to create a system to test blood with fewer drops of blood, inspired by her fear of needles. Ms. Holms raised more than $700 million from investors and the com- pany was eventually valued at $9 billion at its zenith. Last year, Time named Ms. Holmes one of the Most Influential People in the World and she serves as a U.S. Presidential Ambassador for Global Entrepreneurship. However, an inves- tigative report in e Wall Street Journal cited clinical pathologists who had doubts about her technology. Within a week the FDA reported eranos's miniature blood containers weren't approved for tests beyond herpes tests and there were compliance issues with one of the com- pany's major laboratories. CMS banned Ms. Holmes from owning, operating or directing a blood testing services for two years. e com- pany has business lines beyond its labs and it will be interesting to see how its business model evolves given current circumstances. Karen Ignagni. Ms. Ignagni assumed the role of EmblemHealth's president and CEO in Sep- tember 2015 aer the company reported more than $485 million net losses the previous year. Her prior experience includes time as presi- dent and CEO of Health Insurance Plans and the American Association of Health Plans. She serves on several boards and advisory groups including the Healthcare Financial Manage- ment Association's Leadership Council and the National Advisory Committee for Altarum In- stitute's Center of Sustainable Health Spending. She appears regularly before Congressional committees and was instrumental in debates leading up to the Affordable Care Act's pas- sage. Ms. Ignagni has also appeared on nation- al newscasts to share her expertise. "Everybody's gotten the memo that we have to move to a value-based system from a fee- based system," Ms. Ignagni told the American Journal of Managed Care. "And providers, cli- nicians, hospitals are at various points on the continuum in terms of doing that. Our role as a health plan is to support their efforts wherever they are on that continuum so it's not a one- size-fits-all in terms of our strategy." Vivian Lee, MD, PhD, MBA. Dr. Lee leads the University of Utah Health Sciences, which in- cludes five major schools and a healthcare system of four hospitals and several other clinical and research specialty centers. ere are more than 1,000 board-certified physicians serving patients in six states affiliated with the center. Dr. Lee is the senior vice president for health services dean and University of Utah Health Center School of Medicine CEO. In the past two years, she has fo- cused her efforts on streamlining processes and lowering costs with key initiatives being Lean Management implementation and creating the Value-Driven Outcomes tool. "I would say my biggest concern is that our in- dustry has really been focused on sickness, not health, and that we're not equipped or designed to do the single most important thing we can — prevent disease," Dr. Lee told Becker's Hospital Review. "We know approximately 75 percent of our healthcare dollar is spent caring for prevent- able illnesses, oen related to specific behaviors or lifestyles. Yet our system, our training pro- grams, and the ways in which we're funded have generally not led us to be experts in changing those behaviors by incentivizing healthy living." Edward Marx. Mr. Marx has spent his career building and leading teams at the forefront of healthcare information technology. He is cur- rently CIO of e Advisory Board Company. He spent eight years as chair of the Texas Health Ser- vices Authority and seven years as the chief infor- mation officer at Texas Health Resources. Prior to that role, Mr. Marx was chief information of- ficer at University Hospitals. In 2013, HIMSS and CHIME named Mr. Marx the John E. Gall Jr. CIO of the Year. He published the book Extraordinary Tales from a Rather Ordinary Guy, outlining per- sonal stories and his 14 guiding principles. He suggested aspiring CIOs "volunteer and give un- til it hurts," in an interview with Michelle Ronan Noteboom. "Our job as leaders is to serve. If you don't get that, you lose your humility. Just focus on serv- ing other people. It's the key to everything else working. I'd also add that if you are just start- ing out, you should build a team of life givers because leadership is tough if you aren't sur- rounded by really strong people that help you. And you have to seek and chase vision because that sets the stage to where you want to go and how you get there." President Barack Obama. On March 23, 2010, the 44th President of the United States Barack Obama signed the Affordable Care Act which aimed to create state-based health insurance ex- changes, offer subsidized coverage through the exchanges, increase coverage and expand Medi- care, amongst several goals. When addressing an audience at the U.S. Department of the Interior in September 2009, President Obama said, "Aer a century of striving, aer a year of debate, aer a historic vote, healthcare reform is no longer an unmet promise. It is the law of the land." Under the ACA, the uninsured rate has decreased from 15.7 percent in 2009 to 9.2 percent in 2015. He also removed an eight-year ban on federally fund- ed stem cell research during his presidency. Neal Patterson. Mr. Patterson is the CEO of Cerner, a medical soware company. In 1979, Mr. Patterson co-founded the company with two colleagues. Forbes ranked Cerner as one of the "World's Most Innovative Companies" and "World's Most Admired Companies" in 2015. In 2014, the company had revenues totaling $3.4 billion. Mr. Patterson owns the Sporting Kansas City soccer team along with Cerner co-found- er Cliff Illig and others. Mr. Patterson is the co-founder and executive board member of the First Hands Foundation, a nonprofit dedicated to providing assistance to children in need of critical healthcare. Earlier this year, Mr. Patterson reported he was diagnosed with cancer in a note to the U.S. Securities and Exchange Commission. In the note he wrote, "It's not oen I'm forced to slow down, but the silver lining will be having some extra 'think' time to reflect on all the ex- traordinary opportunities we have in health IT. Aer years of studying healthcare systems around the world, this unique opportunity al- ready has my gears turning." Nancy Schlichting. Ms. Schlichting is the CEO of Henry Ford Health System, a $4 billion healthcare organization with 23,000 employees. She led the system through a dramatic financial turnaround and focuses on patient safety, cus- tomer service and diversity initiatives. Her pre- vious experience includes serving as senior vice president and chief administrative officer with the organization. Ms. Schlichting is known for her work with legislative and business leaders to improve health services while providing afford- able care. She sits on the Walgreen Company Board, Federal Bank of Chicago Board—Detroit Branch and Detroit Regional Chamber Board. In 2015, President Barack Obama appointed Ms. Schlichting chairperson of the Commission on Care to work with the Veteran's Health Ad- ministration to find the best way to deliver care to veterans. "Several years ago, I hired an executive from the Ritz-Carlton to be the first CEO of a new hospital we were building," Ms. Schlichting told the Journal of Healthcare Management. "People thought I had lost my mind because they didn't understand why I was putting someone without any hospital experience in this role. However, to really move health and wellness to a new level, we needed a person who thought differently about healthcare. We had a vision to create a new type of hospital, one that was much more patient centric and customer centric." Bernard Tyson. Mr. Tyson is the CEO and chair- man of Kaiser Permanente, a $60 billion nonprof- it health plan headquartered in Oakland, Calif. Mr. Tyson knew he wanted to go into healthcare from an early age aer being in and out of hos- pitals with his diabetic mother. For the last 30 years, Mr. Tyson has worked in numerous roles