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physician one learns very early that one style of leadership is not effective in all situations. A physician must act in a very autocratic style, for example, when a patient is in extremis and quick decisions need to be made and orders carried out expeditiously. When a patient is more stable, a physician can employ a much more democratic approach, including the patient and other team members in the decisions. This ability to shift leadership or managerial styles to fit a situation is just as important in the administrative world and one that I continue to try to hone.”

Skills that make you an effective leader: “Medicine fosters some key attributes to successful leadership early on in training. It teaches the importance of active communication, assiduousness and careful analysis of complex situations. It also teaches the importance of prioritizing goals and being flexible when a plan does not execute exactly as planned. I have tried hard to apply all these skills as a leader.”

How can the healthcare industry in the region be improved? “Rochester has always been fortunate to have many skilled and passionate geriatricians, as well as senior living communities with long traditions of excellence in clinical care. While many other parts of the nation struggle to find providers and models that provide this care, our region has long implemented models that prioritize the desires and health priorities of our patients. As such, our region is challenged to continue the recruitment of passionate leaders and to work collaboratively across health care systems in an effort to continue to innovate. Our leaders need to look for new ways to fund geriatric care by collecting data on outcomes in various clinical venues and then working with insurers to develop alternate payment models. Medical training should focus more on the finance of healthcare to help prepare future clinicians for leadership roles in the development of alternate care and payment models.”

What do you do for fun? “I have a 22-year-old son who shares my passion for hockey. I enjoy watching him on the ice and watching hockey in general. Spending time with him and my extended family, most of who live in Rochester, is a source of a lot of enjoyment. I am also an avid reader, gardener, and enjoy interior design.”

Maria Karipidis Pouria

Interventional sports medicine and orthopedics, aging and regenerative medicine physician, Longevita Medical.

With the organization since: July 7, 2021.

Education: Primary care sports medicine fellowship from July 2014 to September 2015, University of Rochester Medical Center, Rochester; internal medicine and pediatrics residency from July 2009 to July 2014, University of Illinois, St. Francis Medical Center, Peoria, Illinois; Doctor of Medicine degree, April 2009, AUC School of Medicine, Netherlands Antilles; Bachelor of Science in neuroscience, December 2002, University of Rochester, Rochester.

Career Highlights: “Becoming a mother both during a demanding residency and sports medicine fellowship; attaining triple board certification in internal medicine, pediatrics and sports medicine; serving as a team physician for high school, college and semi-professional athletes; joining Dr. Quatela at Longevita Medical to offer patients cutting edge, non-operative regenerative treatments for osteoarthritis and sports injuries.

Current affiliations: American College of Physicians, American Academy of Pediatrics, American Medical Society of Sports Medicine and American Medical Association.

How do you describe your managerial philosophy or approach? “My philosophy is to ensure that each team member understands that they are valued, heard, appreciated and are key contributors to the practice. A successful leader in the field of medicine is one who recognizes the strengths and weaknesses of each staff member and respectfully works to instill positive and constructive feedback to enhance their skillsets and confidence.”

Skills that make you an effective leader: “As a mother, spouse and physician; my diverse background and extensive training have brought forth resilience, patience and compassion that I translate into patient care. Each patient and staff member are treated as a key team member in working for a common goal; ensuring optimal and individualized patient care.

How can the healthcare industry in the region be improved? “Patients often do not recognize that they have direct access and choices in their treatment team which includes physical therapists and private practice physicians. Their insurance may not require a referral to a specialist. Through patient awareness and education, these teams can provide prompt access to care for those in pain.”

What do you do for fun? “I enjoy traveling, boating, spending time with my family and Pomeranian dog that I have had since medical school.”

Vito C. Quatela

Founder of the Quatela Center for Plastic Surgery, Lindsay House Surgery Center; founder and medical director of Q the Medical Spa, Longevita Medical.

With the organization since: Opened Quatela Center for Plastic Surgery in 1995; Lindsay House Surgery Center in 1996; Q the Medical Spa in 2000 (second location in 2021); Longevità Medical in 2021.

In current position since: 1995.

Education: Double board-certified facial plastic surgeon. Medical degree from Northwestern University Medical School, Chicago, in 1979; bachelor’s degree in biology from University of Rochester, Rocheste in 1975. Postgraduate training: Oregon Health Science University, Portland, fellowship in facial plastic surgery, 1986; Tulane University, New Orleans, fellowship in facial plastic surgery, 1985-86; Northwestern University, Chicago, residency in otolaryngology, 198185; Medical Center of Vermont, Burlington, residency in general surgery, 1979-81.

Career Highlights: “Built the largest cosmetic surgery practice in Upstate New York; past president of the American Academy of Facial Plastic and Reconstructive Surgery, 2009; fellowship director for the American Academy of Facial Plastic and Reconstructive Surgery, 1995-present; president of International Federation of Facial Plastic

Surgery Societies, 2020-2022; founder and director of HUGS Foundation.”

Current Affiliations: President of the International Federation of Facial Plastic Surgery Societies, 2020, 2021 (vice president, 2019); American Medical Association; American Academy of Facial Plastic and Reconstructive Surgery; Rochester Academy of Medicine; Rochester Surgical Society: Monroe County Medical Society.

How do you describe your managerial philosophy or approach? “My managerial philosophy is one of fostering empowerment under an umbrella of a collaborative culture.”

Skills that make you an effective leader: “I lead by example with a strong work ethic and a commitment to excellence and safety tempered by humility.”

How can the healthcare industry in the region be improved? “Healthcare regulations in New York state sometimes prevent quality improvements that would result from a competitive business-driven environment, which would equate to better healthcare at less cost with greater access for patients.”

What do you do for fun? “What I enjoy most is spending time with family and friends. My favorite hobbies are cooking, gardening, fly fishing and astronomy, and I am an avid audiophile.”

Jim Reed

President and chief executive officer, Excellus BlueCross BlueShield.

With the organization since: 1996.

In current position since: 2021.

Education: Bachelor of Science degree in business administration from Le Moyne College, Syracuse; Master of Business Administration from Le Moyne College.

Career Highlights: “I have been fortunate to work for a great company based in Upstate New York for the past 26 years. Excellus BlueCross BlueShield is an organization that has provided an opportunity for me to learn and grow both personally and professionally. Working for a company that shares my core value structure has been terrific.”

Current affiliations: “I’m honored to serve on multiple committees and boards in our Rochester area community including ROC2025 and the Greater Rochester Chamber of Commerce.”

How do you describe your managerial philosophy or approach? “Having grown up participating in team sports and athletics, I would say that my managerial approach follows that of a coach. I believe one of the most important roles of a manager is to make sure the right people are on the team, each team member has a clearly defined role, and everyone understands how he or she contributes to the organization’s overall success.”

Skills that make you an effective leader: “Communication and relationship skills are the most important tools that I utilize to be an effective leader. I believe it is so important for a leader to be able to articulate a vision and have the relationship skills and credibility to inspire others to follow.”

How can the healthcare industry in the region be improved? “A thriving business climate requires a healthy community where health disparities are being addressed, including some of the most basic needs like access to health care, food and housing. Continuing to invest in a healthier, more engaged community — especially in this current environment — will bolster and propel relationships, leading to growth in our local economy and region.”

What do you do for fun? “Having three children has provided me with the opportunity to coach all of them through the seventh and eighth grade levels in different sports they engaged in. I play golf with friends, enjoy cooking with my wife and spending good quality time at home, as well as regularly taking walks with our dog.”

Dustin Riccio

President, Eastern Region, Clifton Springs Hospital & Clinic, Newark-Wayne Community Hospital.

With the organization since: 2008.

In current position since: 2015.

Education: Medical degree from Upstate Medical University at Syracuse, Master of Business Administration degree

Career Highlights: Continuing to build the Eastern Region and completing the Medical Village Project.

Current Affiliations: American College of Emergency Physicians and the American Board of Emergency Medicine.

How do you describe your managerial philosophy or approach? Create an environment where leadership can flourish.

Skills that make you an effective leader: “Listening.”

How can the healthcare industry in the region be improved? “Marry with the skillsets from other industries.”

What do you do for fun? “Travel with my family.”

Hazel Robertshaw

Vice president of patient care services / chief nursing officer, F.F. Thompson Hospital.

With organization since: 2007.

In the current position since: 2008.

Education: Ph.D. in nursing, Florence Nightingale School of Nursing and Midwifery, King’s College, University of London; Bachelor of Science in nursing studies, University of Manchester.

Career Highlights: Currently serving on the board of directors for UR Medicine Home Care and on the quality board of St. James Hospital in Hornell. Also sits on the advisory boards for the Finger Lakes Community College, Roberts Wesleyan College and

University of Rochester School of Nursing Advisory boards. In 2020, received the Finger Lakes Region Leadership Award from the New York Organization of Nurse Executives & Leaders and in 2021 received the Canandaigua ATHENA Leadership Award and the Professional Women of the Finger Lakes Woman of the Year Award.

Current affiliations: Membership in the American Nurses Association and the American Organization for Nursing Leadership.

How do you describe your managerial philosophy or approach? “I would say my approach is facilitative — allowing individuals to grow, challenging them to achieve and be the best they can be.”

Skills that make you an effective leader? “Open, honest communication. Willingness to listen to others’ opinions. Willingness to face challenges. Tenacity and willingness to change.”

How can the healthcare industry in the region be improved? “Sharing best practices, learning from each other when things go wrong so we don’t all make the same mistakes. Improving the patient experience and developing the next generation of thought leaders in healthcare.”

What do you do for fun? “I enjoy spending time with my husband, travelling and experiencing different countries and cultures.”

Maryann Roefaro

Chief executive officer, Hematology-Oncology Associates of CNY.

With the organization since: May 2002.

In current position since: May 2002.

Education: Bachelor’s degree, Albany College of Pharmacy; master’s degree, SUNY Upstate Medical University; Doctor of Divinity, American Institute of Holistic Theology.

Career Highlights: 2002 to present: CEO of Hematology-Oncology Associates of CNY; 2000-2002: senior vice president, primary care services, Crouse and Community General hospitals; 1996-2000: corporate vice president for ambulatory care services, Crouse Hospital; 1990-1996: administrator, North Medical Family Physicians and North

Medical Urgent Care; 1989-1990: laboratory manager at North Medical Laboratory Services; 1984-1988: microbiology section head, Community General Hospital. Current affiliations: President, Cancer Connects; board member, Breast Care Partners, OCC Foundation, Wisdom Thinkers Network, Excellus BlueCross BlueShield; clinical associate professor, SUNY Upstate Medical University since 1990.

How do you describe your managerial philosophy or approach? “A team is as strong as the sum of its parts. Every relationship we have begins with the one we have with ourselves. I believe the success and harmony of any organization or workgroup depends upon the level of mastery and resiliency of its people. Personal and corporate accountability are paramount. My philosophies are articulated in my book, ‘Building the Team from the Inside-Out.’”

Skills that make you an effective leader: “I think I have the kind of communication skills and understanding of human behaviors that allow me to be a successful leader. I am blessed with a blend of analytical skills and intuition. I love creating and naturally gravitate toward strategic initiatives geared toward short- and long-term development and success.”

How can the healthcare industry in the region be improved? “Improvement of the healthcare industry first begins with personal accountability for health and wellness. To me, that includes the physical, mental and emotional health and stability of our children and their parents. Our healthcare system is saturated with non-patient care-related tasks. I think the procurement of data and outcomes coupled with the interconnection of electronic health information among all providers would substantially improve our healthcare industry.”

What do you do for fun? “Spending time with the family and running.”

Charlie Runyon

business administration from St. Bonaventure University.

Career Highlights: “For me, the biggest highlight of my career has been mentoring staff at all levels of the organization. I love being able to help people grow and inspiring them to be the best they can be.”

Aside from mentoring, I am proud to have been able to lead the development of Brickstone by St. John’s in 2014, which, at the time, was a new 102-unit independent senior housing community incorporating the concept of “New Urbanism.” I also was honored to be a part of the leadership team that built two 10-bed Green House Homes in Penfield in 2011, which was the first of this type of skilled nursing home residence that was not located on a health care campus. There were several obstacles or “growing pains” associated with the Green House Homes being the first of their kind, however, it opened up a world of possibilities and reminded me that anything is possible if you stick with it and have a dedicated team working together.

Current affiliations: “I am currently a board member at the Grace of God Recovery House. Although I have been affiliated with various organizations in the past, such as the Alzheimer’s Association, Leading Age New York and more, I have turned the majority of my attention to St. John’s. When time allows, I will also help out with fundraising for the Fairport lacrosse team.”

How do you describe your managerial philosophy or approach? “My approach is to help people be as successful as they can be in their job by fostering them to utilize their strengths and when possible, working to remove the barriers that stand in their way. Any challenges I discover, I use as an opportunity to help them improve.”

President & CEO at St. John’s.

With the organization since: 1993.

Since what year In current position: 2001.

Education: Bachelor’s in

Skills that make you an effective leader: “My ability to mentor and the mutual respect I develop with each employee helps me to be an effective leader. Additionally, I make sure to never ask of others anything that I would not be willing to do myself. I genuinely care about all staff and residents here at St. John’s and keep an open door policy so they can feel comfortable coming and talking to me anytime.”

How can the healthcare industry in the region be improved? “Unfortunately, long-term care is too often an afterthought or something to be considered when it is absolutely necessary or as a last resort. Making long term care a part of the continuum of life from independent living, to assisted, to skilled nursing care, and acute care will create a much smoother and more thought out transition as the level of the assistance needed for an individual increase or decrease over time. This is the natural progression we have tried to promote here at St. John’s.”

What do you do for fun? “In the past, I have enjoyed coaching local youth hockey, football and lacrosse teams; however, recently I have picked up woodworking in my spare time. I’ve made a dining room table, a bar, several custom cornhole boards, as well as built a shuffle board table using old barn wood and hockey sticks.”

Michael F. Stapleton, Jr.

President and chief executive officer, F.F. Thompson Hospital.

With F.F. Thompson Hospital since: 2011.

In the current position since: 2012.

Education: Master of Science degree in healthcare system leadership, University of Rochester; Bachelor of Science degree in nursing, St. John Fisher College; Bachelor of Arts degree in psychology, SUNY Oswego.

Career Highlights: Prior to being named Thompson Health’s president and CEO, was executive vice president of Thompson Health and chief operating officer of F.F. Thompson Hospital. Previous leadership roles included being CEO of Lakeside Health System and president of Lakeside Memorial Hospital in Brockport, as well as chief operating officer, chief nursing officer and vice president of patient care services at LHS. Prior to that, worked more than 13 years at the University of Rochester Medical Center in various capacities, including as nurse manager of the Kessler Family Burn/Trauma ICU and the adult emergency department.

Current affiliations: Healthcare affiliations include American College of Healthcare Executives, American Hospital Association and Healthcare Association of New York State (HANYS). Community affiliations include member of boards of directors for St. John Fisher University and Mercy Flight Central. Fellow of the American College of Healthcare Executives (FACHE), HANYS board member and former member of the American Hospital Association’s Region 2 Policy Board.

How do you describe your managerial philosophy or approach? “My approach is to motivate our associates and medical staff to do better in everything we do. Strive for perfection and you will find excellence in the journey. This works in every aspect of quality and customer service improvement.”

Skills that make you an effective leader: “I am very passionate about what I do and I believe it is a privilege for us to come to work every day and improve the lives of our community members. I believe my passion is contagious and inspires our associates to improve every day.”

How can the healthcare industry in the region be improved? “We need to do everything in our power to minimize the staffing crisis across our region and invest in our associates. Medicaid reimbursement is inadequate and has led to the closure of over 1,600 long-term care beds in our region. This needs to be addressed to alleviate the long-term care bed shortage. Our challenges in this region are greater now than at any point during the pandemic.”

What do you do for fun? ”I like to spend time with family and friends, exercise and enjoy all types of live music.”

Douglas Stewart

President, Unity Hospital.

With the organization since: 2005.

In current position since: July 2014.

Education: Bachelor of Arts degree in public policy, Stanford University; Doctor of Psychology degree (Psy.D), Ferkauf Graduate School of Psychology.

Career Highlights: Joined Unity in 2005 as vice president for behavioral health; served in various hospital leadership roles from 2012; president of Unity Hospital from 2014.

How do you describe your managerial philosophy or approach? “1) Hire great people; 2) build trust, rapport and teamwork; 3) be clear with expectations and how performance will be measured; 4) be flexible, and encourage autonomy and creativity in how the expectations are met; 5) communicate frequently.”

Skills that make you an effective leader: “Empathy, decisiveness, listening, coaching.”

How can the healthcare industry in the region be improved? “Attract more people to the field and commit to their training and development.”

What do you do for fun? “Spend time with family, cook, travel.”