HEALTHCARE LEADERS IN GREATER ROCHESTER

between small, community hospitals and the larger, tertiary care centers. The community hospitals will greatly benefit from resource allocation with greater availability of specialists. The development of accountable care networks will permit a streamlining of care for patients and allow for greater communication and coordination of care for those patients.”

What do you do for fun? “Doing things outdoors with family— from hiking in the Adirondacks to skiing, golfing or sailing.”

Rebecca Brown

Jennifer Eslinger

Interim president, Rochester General Hospital; president of health care operations and chief operating officer for Rochester Regional Health.

With the organization since: September 2022. In current position since: September 2022.

Jennifer Faringer

Director of DePaul’s NCADD-RA (National Council on Alcoholism and Drug Dependence-Rochester Area.

With the organization since: 1991.

In current position since: 2002.

Owner, Inclusion Med Spa.

With the organization since: 2018.

In current position since: 2018.

Career Highlights: Owning an established medical spa that has enjoyed success in just five years.

How do you describe your managerial philosophy or approach? “I have found that teamwork makes the dream work if we all have the same vision. Our team’s vision is to ensure that our clients feel their very best during their time with us as we help them become the best version of themselves.”

Skills that make you an effective leader: “As a leader, I have found that approaching all situations in the workplace with empathy helps me to better connect with my teams’ needs and our clients’ needs, resulting in a happier work environment for everyone.”

How can the healthcare industry in the region be improved? “In my experience I have found that within the medical community healthcare providers tend to beat to their own drum. It would be helpful to individuals if more of their medical providers operated as a larger, collaborating team in order to provide a better integrated system of health care.”

What do you do for fun? “Travel is my favorite thing to do. I love seeing the world and experiencing different cultures. I welcome learning new things with an open mind.”

Education: Undergraduate degree from Georgia Southern University; Master of Business Administration from University of Georgia. Career Highlights: More than 25 years in healthcare including ambulatory, physician practice management and acute care — with experience ranging from academics to for-profit systems.

Current Affiliations: Baldrige Executive Fellow, Fellow of the American College of Healthcare Executives.

How do you describe your managerial philosophy or approach? “I believe our role as healthcare leaders is to always remember that we work for our team members. We are here for them.”

Skills that make you an effective leader: “An earnest desire to always find a better way, and to lead with passion and purpose.”

How can the healthcare industry in the region be improved? “In the near term, we need to find a way through the challenges we face every day – especially in staffing shortages. Our people are tired, and we have to focus on reimagining our body of work and find innovating ways to overcome these challenges.”

What do you do for fun? “I enjoy all aspects of my life. I have a wonderful husband and two dogs with whom I enjoy time. Jogging and yoga are activities that help recharge my internal batteries – as well as any time I can spend at the beach.”

Education: BA from Syracuse University; MS Ed from SUNY Brockport. Credentialed Prevention Professional through NYS OASAS.

Career Highlights: “Increasing the community awareness of the risks associated with addiction, expanding NCADD-RA’s education and training programs, developing multiple referral directories as well as increasing the variety of current resources and tools for parents and community.”

Current Affiliations: Vice president of Association of Substance Abuse Providers of NYS; vice president of Councils on Addiction of NYS; executive committee of Finger Lakes Consortium of Addictions Services and Supports; board member of ROCovery Fitness.

How do you describe your managerial philosophy or approach? “I seek to support staff in providing programs and services of excellence with creativity and passion for the work we collectively offer our community.”

Skills that make you an effective leader: “Always available to listen, support the work of the team, patience and lead by example.”

How can the healthcare industry in the region be improved? “The field of addictions is at a time of increasing need for our collective services while in the midst of a workforce staffing crisis. This applies to both those of us within the prevention education field as well as those in the treatment and recovery fields.”

What do you do for fun? “Walks and hiking, swimming, scuba and snorkeling as well as Pilates and yoga indoors.”

Teresa Galbier

Executive director, Alzheimer’s Association Rochester Finger Lakes Region Chapter.

In current position since: 2002.

Education: Public administration (MPA) from SUNY Brockport; Bachelor of Science in human services, SUNY Buffalo.

Career Highlights: “My 38-year career in human services started in 1984 immediately after college graduation. I had an opportunity to collaborate with the New York State Offices for People with Developmental Disabilities and Aging to build retirement programs for individuals with developmental disabilities (DD), the first in class at that time. Led an initiative at the Alzheimer’s Association in partnership with the B. Thomas Golisano Foundation to develop programs that will ensure health equity for people with DD who are impacted by dementia. Led the Alzheimer’s Association Chapter through a national merger; during a time of exponential growth and through a pandemic.”

Current Affiliations: Member of the NYS Governor’s Council on Alzheimer’s Disease and Related Disorders.

Skills that make you an effective leader: “My work ethic. I have very high expectations of myself and I feel that there is always much more to be accomplished to support our community. Loyalty to the mission is very important to me and I surround myself with those who feel the same way. Our community needs our best each and every day and I work very hard to be worthy of their trust and respect.”

How can the healthcare industry in the region be improved? “Our community is fortunate to have healthcare leaders that deliver safe and equitable healthcare. They have been faced with nearly insurmountable challenges these last few years and I’ve witnessed their desire and dedication to achieve person centered safe care for all. Unfortunately, workforce issues need to be resolved in order to consistently deliver superior performance. There must come a time to pause from being reactive to being fully strategic and visionary.”

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Optilight by Lumenis is the newest addition to C&R Vision’s Dry Eye treatment center. It uses light technology to reduce inflammation and combat the vicious dry eye cycle. Curious if you would benefit from Optilight?

Optilight by Lumenis is the newest addition to C&R Vision’s Dry Eye treatment center. It uses light technology to reduce inflammation and combat the vicious dry eye cycle. Curious if you would benefit from Optilight?

Call to schedule your Dry Eye Consult today.

Call to schedule your Dry Eye Consult today.

Call to schedule your Dry Eye Consult today.

274 W. Main St. • Victor

274 W Main St

274 W Main St

274 W Main St

585-924-4430

Victor, NY 14564

Victor, NY 14564

Victor, NY 14564

P: (585) 924-4430

P: (585) 924-4430

(585) 924-4430

Optilight by Lumenis is the newest addition to C&R Vision’s Dry Eye treatment center. It uses light technology to reduce inflammation and combat the vicious dry eye cycle. Curious if you would benefit from Optilight?

P: (585) 924-4430

What do you enjoy doing for fun? “We live in a region that has an abundance of waterways. Where else can one go and find themselves within minutes of a Great Lake, a 200-yearold canal system, a north flowing river that provides electric power for a small city, and a variety of smaller lakes that include some of the best bass fishing spots in New York state? On any given weekend you’ll find me cruising along the Genesee, floating in Lake Ontario or taking in an early sunset in Charlotte.”

Steven I. Goldstein

Senior vice president, University of Rochester Medical Center; president and chief executive officer, Strong Memorial Hospital and Highland Hospital; president, long term care, University of Rochester Medical Center.

With the organization since: September 1996.

In current position since: 1997.

Education: Bachelor’s degree, Utica College of Syracuse University; master’s degree, St. Louis University Graduate School of Hospital and Health Care Administration.

Career Highlights: Named one of the smartest people in health care by Becker’s Hospital Review; diplomate of the American College of Healthcare Executives; also AHA Regional Policy Board 2 chairman, board liaison to the section for long-term care and rehabilitation, AHA committee on research and AHA committee on health reform; Healthcare Association of New York State (HANYS), board chairman; previously served as president of Rochester General Hospital; acting president of The Children’s Medical Center, Dayton, Ohio; assistant administrator of the University of Nebraska Hospitals and Clinics; and administrator of the Nebraska Psychiatric Institute, Omaha, Nebraska.

Current affiliations: Accreditation Council of Graduate Medical Education (ACGME) international board; boards of directors for University of Rochester Medical Center, UR Medicine affiliates Highland Hospital, F.F. Thompson, Noyes Memorial, Jones Memorial and St. James hospitals, and UR Medicine Home Care; professor of public health sciences, University of Rochester School of Medicine and Dentistry; professor of clinical nursing, University of Rochester

School of Nursing.

How do you describe your managerial philosophy or approach? “Hire the most talented administrators, providers and staff members available, then empower them to do their jobs while remaining available to serve as a problem-solver.”

Skills that make you an effective leader? “Knowledge of healthcare financing and regulation, strategic decision-making ability, maintaining strong relationships with colleagues internally and at other institutions.”

How can the healthcare industry in the region be improved? “Finding a solution to limited available beds in long term care facilities, which delays many patients’ discharge from our hospitals, and improving the health care staffing shortage.

Sharon M. Grasta (Russo)

Owner, Grasta’s Beauty & Wig Studio

With the organization since: 1963.

Since what year In current position: In business for 60 years.

Education: Continental Beauty School; Chadwick of England Styling School; Alternative Hair training; Rene’ of Paris Certificate of Achievement; Gold Award for Oster Comments; certification of achievement for Jon Reneau Easin Hair Core 1 & 2; Follea Academy Hair for Life Award.

Career Highlights: “Helping all those wonderful people who are having a difficult time, to feel as beautiful outside as inside. I am here for them. I want them to feel happy and secure.”

How do you describe your managerial philosophy or approach? “Treat each person with the dignity and respect they deserve in a confidential manner from start to finish. They will then return again.”

Skills that make you an effective leader: The ability to be compassionate and kind all while understanding the sensitive nature of each person. There are no walk-ins permitted.

By appointment only.

How can the healthcare industry in the region be improved? “Better networking outside the realm of a hospital or health facility. Provide contact information to each patient experiencing hair loss from whatever condition they are experiencing.”

Lisa Y. Harris

Senior vice president and corporate medical director, Excellus BlueCross BlueShield.

With the organization since: 2018.

In current position since: January 2023.

Education: Bachelor’s degree in neurosciences from University of Rochester Medical Center; M.D. degree from Morehouse School of Medicine, Atlanta, Georgia; Med-Peds residency and chief resident at Wayne State University, Detroit, Michigan; Certified Physician Executive (American Association of Physician Leaders).

Career Highlights: “I’ve worked collaboratively to improve reporting and its value story for clinical services at a health plan; aligned medical staff to restructure credentialing and physician performance evaluations at two hospital systems; created a female physicians networking group; helped establish a clinical campus and family medicine residency for osteopathic medicine students; streamlined staff processes to improve operational efficiencies in the medical staff office; oversaw quality improvement projects including reducing accidental laceration and puncture rates by 50% through improved documentation.”Awards and Recognitions: RBJ Women of Excellence awardee (2021); 18th Annual Profiles in Diversity Journal’s Women Worth Watching Awards (2019).

Current affiliations: American Association of Physician Leaders, American College of Physicians, American Academy of Pediatrics, Monroe County Medical Society.

How do you describe your managerial philosophy or approach? “I am a dedicated servant leader with formal training in formation and servant leadership. I believe that good leaders inspire others to become the authentic and best version of their true self.”

Skills that make you an effective leader:“I focus on the ability to see and examine multiple aspects of an issue to help solve a problem and focus on solutions; and practicing courageous authenticity to be transparent, vulnerable, and honest so we can learn and grow.”

How can the healthcare industry in the region be improved? “Engage key stakeholders to provide integrated and aligned services for all aspects of a member’s health care journey.”

What do you do for fun? “In addition to spending time with family, I enjoy sewing and participating in sports activities.”

Jeff Hetrick

Chief operating officer and owner, ConsortiumRx Management Inc. d.b.a. The Medicine Shoppe.

With the organization since: 2012. In current position since: 2012.

Education: Attending Owens Technical College for computer programming.

Career Highlights: Ran a top fast-food franchise in the 1990s; became a pharmacy business consultant and parlayed that into independent pharmacy ownership. Bought The Medicine Shoppe in 2012.

Current affiliations: National board member, Cardinal Health Leadernet P.S.A.O.

How do you describe your managerial philosophy or approach? “I have always led large teams of people up until now in owning a small busi- ness. It all starts with respecting everyone’s abilities, leading as part of the team and pushing each person to develop to reach their full potential thus achieving the next step of growth.”

Skills that make you an effective leader: “The ability to see everyone as an individual and work with them to develop along their unique needs.”

How can the healthcare industry in the region be improved? “We need to be more focused on out-of-the-box solutions. What we did years ago and in pharmacy even five or seven years ago will not fulfill what is necessary today. There is much more aging in place thus homecare types of services that are needed today and will be ever increasing in the near future.”

What do you do or fun? “I drag race and am an avid cyclist. Two far different activities but they both challenge me in different ways.”

Daniel P. Ireland

President, United Memorial Medical Center.

With the organization since: August 1990.

In current position since: November 2013.

Education: Associate of Applied Science degree, nursing, Genesee Community College, 1992; Bachelor of Science in Nursing degree, SUNY Brockport, 1994; Master of Business Administration, Rochester Institute of Technology, 1997; Lake Erie College of Osteopathic Medicine, Doctorate in Healthcare Administration, Projected Graduation 2024.

Career Highlights: Led UMMC during Amtrak Train Derailment in 1994 as ED nurse manager; implemented first EMR for United Memorial Medical Center; experienced two mergers (former St. Jerome and Genesee Memorial Hospitals, and United Memorial Medical Center into Rochester Regional Health); rehabilitation project of former St. Jerome Hospital to be the Jerome Center Diagnostic Center, Primary Care, and Senior Housing; facilitated $20 million addition to the hospital for new front entrance, surgical department, central sterile distribution and wound care; addition of Lipson Cancer Institute to main hospital, new radiology addition with MRI and shell for future ICU; healthy living campus collaboration with the YMCA Batavia Medical Campus.

Current Affiliations: American College of Healthcare Executives; Healthcare Association of New York State (2022 vice president and 2023 president); Rotary Club of Batavia, NY; Lake Plains Community Care Network (vice president); Gillam Grant Community Center; Genesee Livingston Orleans Wyoming Workforce Development Board.

How do you describe your managerial philosophy or approach? “I believe in an open-door leadership approach, collaborative development of the team and a democratic leadership style. Our strength and success come from a very engaged team that promotes open active communications.”

Skills that make you an effective leader: “My listening skills, dedication to supporting my team and promoting their development, my communication abilities.”

How can the healthcare industry in the region be improved? “We need to rethink healthcare, new staffing models, and a look toward how the outpatient and inpatient models converge to become more seamless in how the patient experiences healthcare.”

What do you do for fun? “Play volleyball, woodworking, hiking and kayaking.”

Karen G. Keady

Associate vice president and chief nursing executive, Strong Memorial Hospital.

With the organization since: June 2018. In current position since: 2018.

Education: Bachelor’s degree in nursing from Towson University; master’s and Ph.D. in nursing from Johns Hopkins. Career Highlights: Keady joined the Johns Hopkins Health System in 1989 as a nurse on the neuro critical care unit and served in a variety of roles in subsequent years, including nurse manager and director of medical and radiology nursing. She was also a faculty associate at the Johns Hopkins School of Nursing for 20 years. In 2014, she was named chief nursing officer at Howard County General Hospital, a Johns Hopkins Health System affiliate, where she led a staff of more than 1,200 nurses and techs to significant improvement in patient care. Throughout her tenure at Johns Hopkins, Keady focused on improving the patient experience. She was instrumental in designing and implementing throughput initiatives to help alleviate crowding in the emergency department and workflow throughout the hospital, and she has led the effort to reduce readmissions, a benefit for both patients and the hospital’s finances. She has been actively involved in the organization’s journey toward systemization. Current affiliations: Assistant dean for clinical practice, University of Rochester School of Nursing; board-certified as an advanced nurse executive.

How do you describe your managerial philosophy or approach? “The key is to hire talented people and then invest in their development. I believe that the answers lie with the people that do the work, so I am very focused on getting input and feedback from stakeholders before making decisions or strategic plans.”

Skills that make you an effective leader: “Effective communication skills are the key to great leadership. I like to resolve conflict proactively, and help coach others on the importance of giving feedback. I enjoy teambuilding and helping groups and individuals reach their goals. My experience with research and evidence-based practice serves me well as we create new care models for the future and manage challenging health care issues. I hope that my vision and passion for nursing and patient care is inspiring to others.”

How can the healthcare industry in the region be improved? “We need to work together as systems of care and deliver the highest quality care at the lowest cost. This means creating new ways to optimize the roles of all disciplines on the healthcare team, and provide them with state-of-the-art technology and outcomes data they need to provide excellent care.”

What do you do for fun? “Since I moved to Rochester, I have been getting to know the city, exploring the restaurant scene, all the outdoor activities including hiking, biking, and soon skiing. I love the arts and there is great theater and art here! I have also tried to get to all of the festivals that Rochester has to offer!”

Michael S. King

President and chief executive officer, Jewish Senior Life.

With the organization since: 2005.

In current position since: 2015.

Education: Master of Public Administration with healthcare emphasis, SUNY Brockport; Bachelor of Science in business administration, SUNY Fredonia.

Career highlights: “We recently added a personalized primary care MDVIP-affiliated practice to our full range of home and community-based services. In addition, an $83 million campus transformation project included building nine new long-term care Green House cottage homes, renovating the Jewish Home Farash Tower long-term care to all private rooms, expanding our shortterm rehabilitation program with all private rooms, and building a readiness suite, a fully functional apartment for our short-term rehab residents to practice activities of daily living before returning home. We also built a wellness center and learning and education center.”

Current affiliations: Member of the executive committee for the Association of Jewish Aging Services; board member for the Alzheimer’s Association of Rochester & Finger Lakes Region, Mary Cariola Children’s Center and LeadingAge New York.

How do you describe your managerial philosophy and approach? “Management is about coping with complex issues. Leadership is about coping with change. More changes require more leadership. Our healthcare industry is undergoing dramatic changes. At Jewish Senior Life, we try to make sure that we balance strong leadership and strong management.”

Skills that make you an effective leader: “As a leader, it’s important to me to be honest and hold high integrity standards for myself and others. It is also important to me to be approachable — I care deeply about this organization, our employees, and those who we are privileged to serve.”

How can the healthcare industry in the region be improved? “Rochester has a great history of collaboration among healthcare providers. We need to continue that into the future, especially with the current staffing challenges and lack of reimbursement.”

Adam Larrabee President, Rochester Clinical Research.

With the organization since: 2008.

In current position since: 2016.

Education: Bachelor’s degree in business and marketing, SUNY Fredonia.

Career Highlights: “Being tapped as president of RCR was an honor and has proven to be a life changing role for me. I currently have have doubled the company staff and revenue in my tenure as president and I am so excited to see what happens next.”

Current affiliations: “Proud and involved supporter and corporate sponsor of Mary Cariola, but no official affiliations at this time.”

How do you describe your managerial philosophy or approach? “I surround myself with strong, intelligent, capable and funny people and provide what they need to thrive.”

Skills that make you an effective leader: “I learned how important listening is at a young age and have honed that skill. I strive to listen, let the ideas land, be open to change and let the transformation happen from there. When teams are heard, great things happen.”

How can the healthcare industry in the region be improved? “I admit I may be biased but I think the potential to advance medicine and change lives thru research is under-utilized and if we did more and all health systems truly pursued clinical research as a care option our community would be better served.”

What do you enjoy doing for fun? “I am a family man and spend a lot of time with my wife and kids. We enjoy adventuring here in Western New York, at our cabin in the Adirondacks and across the world.”

Patricia Larrabee

Founder and chief executive officer, Rochester Clinical Research.

With the organization since: 1994.

In current position since: 1994.

Education: Bachelor’s degree in nursing from SUNY Brockport; master’s degree in nursing as an adult nurse practitioner, University of Rochester.

Career Highlights: “The experience I gained working in clinical research as a nurse practitioner at URMC in hypertension service with Dr. Joseph Izzo taught me quite a bit about research and investigator-initiated trials as well as industry-sponsored trials. When I left URMC I started a clinical research division with the Rochester Medical Group and Dr. Mervyn Weerasinghe. After five years there I decided to start Rochester Clinical Research and Dr. Weerasinghe served as our first principal investigator. We have grown from a small operation with just five of us to over 70 today.”

Current affiliations: Member of ACRP, Association of Clinical Research Professionals; SCRS, Society of Clinical Research Sites.

How do you describe your managerial philosophy or approach? “I think you need to hire the best people and figure out what skill set is needed for each job that has to be done — allow folks to work to the highest level of ability and create a warm, friendly environment where people can thrive and grow and support each other.”

Skills that make you an effective leader: “Critical thinking. I look at each aspect of the work and ask how can we do it better.”

How can the healthcare industry in the region be improved? “Look at the areas that are underserved and ask how can we do it better - what are the real needs and are they being served? Who are we serving the system or the actual needs? Sometimes we get caught up in doing things a certain way that may not always be the best way but it is how it was always done - we forget to ask the reason why or whether it really serves the purpose or the patient.”

What do you enjoy doing for fun? “I enjoy time with my growing family (nine grandchildren) and I am an avid quilter — love playing with fabric and creating something fun.”

Chief medical officer, executive vice president, Rochester Regional Health.

With the organization since: 2002.

In current position since: 2013.

Career Highlights: Providing care to patients, it is a great privilege and honor to care for patients; receiving the Father George Norton Physician Excellence Award in March 2005; serving as the RGH medical and dental staff president from July 2010-June 2012; appointment to chief medical officer in January 2013.

How do you describe your managerial philosophy or approach? I believe that leadership must build an environment where others can learn, grow and succeed. This is best accomplished through collaboration, honest conversations, and mutual respect.

Skills that make you an effective leader: There are many skills needed for effective leadership in today’s complex world. I believe some of the more important ones are: strong organizational skills, project management, relationship building, and conflict management.

How can the healthcare industry in the region be improved? There are many challenges in health care presently - staffing shortages, emergen- cy department overcrowding and financial pressures to name a few. Healthcare organizations need to redefine their structures, clinical priorities and processes to ensure the greatest efficiency, value and quality are achieved.

What do you do for fun? “I enjoy all aspects of my life. I have a wonderful family with whom I enjoy time. Jogging, cooking, gardening and church participation are activities that help recharge my internal batteries.”

Michael E. McRae

President and chief executive officer, St. Ann’s Community.

With the organization since: September 2010.

In current position since: 2014.

Education: Bachelor of Science degree in gerontology; Master of Science degree in human services admin- istration.

Career Highlights: “Starting out as an activities director I found a great deal of enjoyment interacting with elders early in my career. The experience of working one-on-one and in small and large groups with the seniors we serve continues to be foundational in the decisions I make in my role today. Part of my professional growth was assuming the challenging role as the continuous quality improvement (CQI) director for a hospital system. This responsibility afforded me the opportunity to transcend multiple healthcare service lines and have an exposure from newborn right through hospice/end-oflife care. Now as chief executive officer, I have a unique view of how all of the moving parts within a health system interact.”

Current affiliations: Highland Hospital, board of directors; Brothers of Mercy, board of directors; Common Ground, board of directors; Pandion Alliance, board of directors; legal services committee of LeadingAge New York.

How do you describe your managerial philosophy or approach? “There is a difference between managing and leading. When I am leading, my focus is on building a high-performing and cohesive executive team, aligning our leaders’ focus and deliverables on our long-term direction and vision. When I am managing, my focus is on achieving our mission — what must be done to realize our vision, how we creatively and collaboratively achieve our strategic framework. My management philosophy is to create an environment for success. I do this by setting high and challenging standards and goals for our leadership team, by engaging, empowering and supporting them, and unleashing ownership. I also encourage open debate and dialogue in the spirit of achieving clarity, prioritizing our resources and developing collaborative relationships. Our board of directors, our executive and leadership team and our associates are passionate about achieving goals that serve our residents — not just doing the right thing, but doing what is right for each of our stakeholders. The bottom line is providing excellent care and high-quality services.”

Skills that make you an effective leader:“Self-awareness, empathy, relationship-building and passion for our mission are some skills that I leverage in my leadership role. Also being open to all ideas and suggestions that advance St. Ann’s Community as the provider and employer of choice for comprehensive care, housing and services for older adults. I am transparent and people with whom I interact know my passion for creating an environment of trust, respect, inclusion, fairness and consistency.”

How can the healthcare industry in the region be improved? “Identify opportunities for collaboration, interdependence and interconnectivity. Opportunities that bring stakeholders together to review best practices, cost of doing business, patient-centered care, quality and staffing are just some areas we should focus on for improved healthcare in our region. There are many opportunities for the sharing of resources to achieve mutual goals that address community health.”

What do you do for fun? “I see myself first as a father and husband. I enjoy time with my family, especially traveling with them.”

Lizz Ortolani

President, Ortolani Services, Inc.

In current position since: 2012.

Education: Master’s degree in social work, University of Toronto.

Career Highlights: Transitioned into insurance after a 15-year career in medical social work and nonprofit administration. That direct experience working in healthcare informs her ability to help individuals and small businesses make decisions specific to their needs.

Current affiliations: National Association of Health Underwriters (NAHU), Rochester Chamber of Commerce, Irondequoit Chamber of Commerce, BOSSY.

How do you describe your managerial philosophy or approach? “Mission-based management.”

Skills that make you an effective leader? “Embrace change and follow public policy in order to anticipate trends.”

How can the healthcare industry in the region be improved? “That’s a billion-dollar question that can’t be answered in one sentence. One simple improvement could be to improve patient billing statements to coincide with the insurance company’s explanation of benefits (date of service, billing code, amount billed, amount paid by insurance company, amount owed from the patient). So much of consumer confusion is trying to reconcile what was billed, what the insurance company paid, and what the consumer actually owes…especially with a world of high deductible plans.”

What do you do for fun? “Yoga, reading, volunteer.”

Kathy Parrinello

Chief operating officer and executive vice president, Strong Memorial Hospital.

With the organization since: 1975.

In current position since: 2000.

Education: Bachelor’s degree in nursing, University of Rochester, 1975; master’s degree in nursing, University of Rochester, 1983; Ph.D. in education, University of Rochester 1990.

Career Highlights: Appointed board chairwoman for Finger Lakes Performing Provider System, 2014; awarded the David T. Kearns Medal of Distinction at the University of Rochester Simon Business School, 2013; named a “Most Influential Woman” by Rochester Business Journal, 2003; accepted the position of chief operating officer, Strong Memorial Hospital, 2000; selected as distinguished alumni at the University of Rochester School of Nursing, 1999; accepted the position of senior director for hospital operations at Strong Memorial Hospital, a key role on the hospital’s management team, 1995; helped put together one of the first hospital-based acute-care nurse practitioner positions in the nation at Strong Memorial Hospital, 1980s.

Current affiliations: Associate professor in the school of nursing, University of Rochester Medical Center; clinical associate professor of community and preventive medicine in the School of Medicine and Dentistry, University of Rochester Medical Center; fellow in the American College of Healthcare Executives.

How do you describe your managerial philosophy or approach? “The best leaders assemble a team of competent and talented people, create excitement about the work and a vision for success. Leaders need to remove barriers that inhibit best efforts of the team, strive to stimulate creativity within the group and be decisive when a decision needs to be made by the leader.”

Skills that make you an effective leader:“Knowl-

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• Facebook Community and eNewsletter edge of the healthcare industry and ability to work with people having a wide range of talents, capabilities and personal styles. Mentorship is important to me as I have had great mentors and strive to be one for new managers and leaders. In addition, I can be calm and decisive when needed, keeping the level of anxiety in check when challenges are confronted.”

How can the healthcare industry in the region be improved? “Create and foster inter-professional, team-based approaches to addressing healthcare issues involving partners in all sectors of healthcare, business and human services.”

What do you do for fun? “I play tennis, paddle and golf with a great group of friends.”

Laura Petrescu

Founder and CEO, Athena Direct Primary Care & Lifestyle Medicine.

With the organization since: June 2021.

In current position since: June 2021.

Education: Gr.T. Popa School of Medicine and Pharmacy, Iasi, Romania 2001; Rochester General Hospital internal medicine residency program –2011; Rochester General Hospital chief resident 2011-2012; The American Board of Internal Medicine - certified 2012; The American College of Physician Executives - certified 2017; The American Board of Lifestyle Medicine - certified 2019.

Career Highlights “Founder and CEO of Athena Direct Primary Care & Lifestyle Medicine, the first and only direct primary care practice in the Rochester area, established in June of 2021. I am a double board-certified physician with over 20 years of clinical experience. I opened this private practice to offer our community easy and convenient access to highly personalized primary care services and an alternative to the traditional corporate-style, insurance-based primary care model. In addition to my private practice, I also serve as a teaching faculty and mentor for medical students and residents, and am an active member on multiple medical committees and quality improvement projects in the Rochester area. Throughout my career, I have received multiple awards, including ‘Top Performance in Patient Experience’ from Rochester Regional Health and ‘Teaching Faculty of the Year Award’ in 2016.”

Current affiliations: Member of The American College of Physicians, The American College of Lifestyle Medicine, The American Association for Physician Leadership, The Monroe County Medical Society and Direct Primary Care Alliance.

How do you describe your managerial philosophy or approach? “I strongly believe in creating a partnership with all health care members involved in patient care which allows each individual to manifest their full potential, creativity and innovation in order to improve patient experience overall.”

Skills that make you an effective leader:“I am an active listener and keen observer which allow me to create trusting relationships with my team members. I lead by example, walking myself on a path of high standards without compromise when it comes to patients’ quality of care and healthcare experience.”

How can the healthcare industry in the region be improved? “I think Rochester metropolitan area is a wonderful place to work and live with a lot of great local resources. However, when it comes to healthcare options, there are not too many private, independent practices left. And I am talking about independent doctors, independent laboratories or imaging centers. We have two wonderful healthcare systems in the area, but if someone is looking for more personalized attention in a smaller practice where everyone knows them by name and they are not treated like a number, there are no options. If someone is looking for a better cash price for labs or imaging, as it should be in a free market, there are no real options left in our region. Most small practices have been bought by the system. I think people are becoming better healthcare consumers now and they deserve to know upfront the cost of care and the quality of care they receive. Especially people on high deductible insurance plans, they like to shop around for a better price but there are not too many options in terms of true independent private practices. That’s why I think direct primary care model can bring a breath of fresh air in our region’s primary care landscape.”

What do you enjoy doing for fun? “I love spending time with my two sons, hiking, skiing, reading, listening to classical music and playing piano.”

Kim K. Petrone

Medical director, St. Ann’s Community; medical director, Rochester Regional Wound Healing Center at St. Ann’s.

With the organization since: St Ann’s, 2005; Wound Center, 2013.

In current position since: 2012 (Medical director of St Ann’s); 2013 (medical director of Wound Center).

Education: “Earned a bachelor’s degree in psychology from Duke University; medical degree from the University of Rochester; completed residency training in internal medicine at the University of Rochester where I also spent a year serving as chief resident. Completed a fellowship in geriatrics from the University of Rochester prior to starting as a staff physician at St Ann’s Community. Earned the title of certified wound specialist and ostomy specialist.”

Career Highlights: “I have been very fortunate to be mentored by exemplary physicians and leaders throughout my career. I am proud of the clinical work I have done for the residents of St Ann’s and have reveled in being a leader of a truly remarkable group of physicians, nurse practitioners and physician assistants that provide care at St Ann’s Community. In 2013, St Ann’s and Rochester Regional Health opened a wound center that was the first of its kind in the nation as it represented a collaboration between a senior living community and an acute care hospital. I am very proud of the work I did to help this center come to fruition and the ongoing care that is delivered daily. As the medical director of the center, I am also very proud of the team of providers who work so hard in this venue as well.”

Current affiliations: American Medical Directors Association, American College of Physicians, Monroe County Medical Society, American Geriatric Society, American Board of Wound Management.

How do you describe your managerial philosophy or approach? “My natural inclination is to adopt a servant management-leadership approach as this style most closely mirrors the requisite attributes of a good clinical relationship with patients. I favor shared leadership, prioritizing the needs of the team and collective decision making. However, as a