Amy Trainor

SVP & CIO, Ochsner Health

What does innovation in healthcare mean to you?

Innovation in health IT is about making healthcare technology easier to use. The most important aspect of innovation is subtraction. Sometimes, innovation isn’t about adding new things but removing unnecessary tasks from the human workload. This kind of innovation can be the most impactful.

Unfortunately, in the world of healthcare tech, there has been resistance to technology adoption. It’s historically been viewed negatively, especially with the implementation of EHRs (electronic health records) through the early 2000s until now. Many have struggled to see the value, seeing technology as something that was done to them not for them. However, in the past few years, we’ve seen a shift. We’re now at a point where innovations from the public sector are positively impacting healthcare technology. People are beginning to see its benefits and value.

What inspired you to pursue a career in healthcare IT leadership, and how has your journey evolved in this field over the years?

I began my career in nursing, and I am still a nurse today. Within my first two years on the floor, I found myself questioning many of our practices. I constantly wondered why we did things a certain way and if there were more efficient methods we could implement.

This curiosity led me to a meeting with our Chief Nursing Officer at the time, who asked me to join the selection committee for an EHR. At that point, I had no idea what an EHR was or what a selection committee entailed. Nonetheless, I participated and helped choose an EHR for the hospital about 20 years ago. My role in the project was to document workflows, which I did manually before tools like Visio made it easier. I then transitioned into an application builder, then an architect, and eventually led the nursing informatics team.

My journey took a significant turn when a colleague invited me to join Ochsner Health in a unique role focused on improving physicians’ lives. I accepted the position during Ochsner’s first EHR implementation with Epic in 2011. The physicians were frustrated, and I found great joy in being on the front lines and solving their problems during go-live periods.

My role at Ochsner was essentially created for me, starting as “employee number one” in a new position. This evolved into what we now call the Epic Academy, which focuses on change management and communicating technological changes to our physicians and clinicians across multiple states.

As Ochsner grew, so did my responsibilities. I took on roles over the training team, the Epic build team, and the clinical applications team, eventually becoming the CIO. My journey has been incredibly rewarding, as I’ve enjoyed every step and the continuous learning that comes with it. Each role has offered new challenges and opportunities to solve problems, making my job both fun and fulfilling.

How are current trends in health IT impacting your organization?

In my 20 years in healthcare IT, I’ve never seen tech move from the public sector to healthcare as quickly as it is now. AI and machine learning, once slow to adopt due to regulation, are accelerating. This is an exciting time, but we must ensure strong governance to avoid bias and stay aligned with scientific principles. The rapid adoption of new tech in healthcare is incredible. I’ve never had a physician send me a video praising a tool until we deployed ambient.

That’s why I do this work—helping physicians and clinicians get back to what they do best: patient care.

As we streamline processes and reduce red tape, we can create more time for doctors and nurses with their patients. That’s my motivation—to keep pushing this positive trend forward.

But cybersecurity is a huge concern. As tech advances, cyber threats grow. We must be ready for potential events and ensure continuity, as most of our workforce is not comfortable operating without computers. This is the challenge that keeps me up at night. Despite the excitement of all the new technology coming our way, we must be prepared in the event of an interruption.

What is the most significant internal project your company is currently working on?

One of the biggest things we’re focusing on is our culture. We’ve been prioritizing building a proactive, customer-focused culture since I became CIO in January 2024. Our biggest shift is reorganizing into journey-based teams, aligned with customer experience. These multidisciplinary teams will collaborate to solve problems more efficiently and deliver meaningful improvements, such as streamlining processes and enhancing technology use.

This approach replaces siloed workflows with unified, agile teams, ensuring clearer priorities and faster results. We launched four journeys, aiming for eight in total, each guided by an 18-month roadmap aligned with business goals. Journey teams are holistic teams focused on end-user experiences using an agile methodology. It’s a major transformation, but we’re excited about its potential impact.

Can you describe some of the recent changes in your work environment and how they have impacted your team?

Post-COVID, we embraced a “presence with purpose” approach, transitioning from daily downtown work to a fully remote model and redesigning our office for socialization, education, and collaboration (SEC). Our motto is “we work where the work is.” Meaning, if we are supporting a go live at a regional facility in Mississippi or a new clinic in north Louisiana, we are there for our customers where they need us.

Our revamped space features themed offices bookable via QR codes, downsized cubicles (from 500 to 50) with modern tech, and “The Neutral Ground,” a collaborative hub with Zoom boards, couches, games, and an Instagram-worthy wall. These changes foster engagement through activities like team meetups and ping pong tournaments, though we’re still working to boost participation.

To encourage in-person connection, we introduced “connect weeks,” where leaders attend four of eight scheduled weeks annually, and an internal conference for 800 employees to share ideas and industry insights. By balancing flexibility with opportunities for collaboration, we’re proud of our progress and excited to see these efforts evolve in the coming year.

What books or podcasts do you recommend?

One of my favorite authors is Patrick Lencioni, particularly his book The Five Dysfunctions of a Team—an insightful read. For new managers, I highly recommend The One Minute Manager Meets the Monkey, a quick 20-minute read packed with advice on fostering accountability and avoiding the trap of taking on every task yourself—a crucial skill for transitioning from individual contributor to leader.

I’m also inspired by Brené Brown. One of her quotes, “Clear is kind,” is displayed on our office quote wall and serves as a great reminder that clarity is a gift to those you lead. Another principle I prioritize is Lencioni’s concept of hiring for “humble, hungry, and smart,” which I ensure all leaders in my team embrace.

Finally, Seismic Shift in Leadership is a favorite of mine, emphasizing the relational side of leadership—building, and maintaining connections, not just getting tasks done. It’s so impactful that I plan to reread it soon.

What are ways you create balance between your work and personal life?

As a nurse and a mother, balancing work and life is crucial. I have three boys, and I’ve always prioritized bringing them to school. I’ve told every leader I’ve worked for that while I can work late hours, I value my mornings with my kids. It’s essential to start their day off right. This might mean I’m not always in person for the first meeting, but for the most part it’s non-negotiable for me. My leaders have always been supportive of this. Of course, there are times when I can’t be there, but having that special time, even if it’s just a 10 or 15-minute drive, is crucial.

I often share this with new moms on our team. Our work is flexible, and as my kids grew up, I made sure to balance their activities with my work. If I needed to take them to practice, I’d turn off my computer at 4pm and get back to work once they were in bed around 8pm. I like to use the term of work-life harmony to demonstrate this. My harmony and your harmony may be different, but it’s important to prioritize being a mom as well.

I encourage my team to hold themselves accountable to both their work and personal lives. It’s possible to prioritize both. This topic is particularly relevant in healthcare. When I first started, there weren’t many women in leadership roles, especially in positions like CIO. It’s been amazing to see this change. I currently lead a majority-women leadership team, which is fantastic. The growth and presence of women in this field is exciting and promising.