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What brought you to your current role at Genesis?
In 2015 I was sitting in a class at Dartmouth Tuck School of Business taught by Vijay Govindarajan, a professor of management and prominent thought leader on innovation, especially in healthcare.
After lectures, I would call my dad, an orthopedic surgeon, sharing my amazement at how process innovation could drastically reduce costs in a way that could broaden access for those often limited in their healthcare options. My dad was never one to settle for the status quo, and always sought to improve things around him. So I shouldn’t have been surprised when one afternoon I told my dad, “You should apply the principles of Professor Govindarajan’s book, Reverse Innovation in Health Care, to your practice.” He responded, “I’ll do it —if you come do it with me.” This invitation to redesign orthopedic care delivery at the practice he founded, Genesis Orthopedics & Sports Medicine, and the possibility of expanding accessibility to everyone (not just the lucky few with the right commercial insurance), was all I needed.
Equity in access to care is a cornerstone of your company’s mission. Can you talk briefly about that model?
In Illinois, where Genesis is based, 25% of all people are on a Medicaid plan and more than a third of all babies are born to families on Medicaid. There’s drastically reduced access to specialty care for patients on Medicaid relative to those with commercial insurance, with several studies even showing those on Medicaid are on waiting lists for several years before gaining access to certain elective orthopedic procedures.
At Genesis we simply believe everyone deserves the best care regardless of their ZIP code. Putting this into daily practice forced us to make structural decisions to open our schedule to Medicaid patients, open offices in some of the most economically disadvantaged neighborhoods of Chicago, and create a care delivery model that can sustainably offer care to these populations.
We don’t think it’s enough to say that all people are equally deserving without doing something to follow through on those words. So we’re working to create a system that reflects those values.
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How would you describe your leadership style?
If I had to sum it up in three words, it would probably be “entrepreneurial, persistence and belief.”
I certainly don’t model those attributes perfectly every day, but over time it’s become clearer to me that being experimental and entrepreneurial, while also being persistent in working on our goals, is key to making the kind of impact for patients that our practice continues to pursue. And sustaining progress requires strong belief in both the validity of our mission and our ability to execute it.
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