Women in Health IT

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 as a clinical pharmacist. At that time, doctors were writing medication orders on paper, and we had to decipher their handwriting. Clinical care and safety were dependent on human memory or textbooks as references. Because of this, I was inspired to improve safety and efficiency by shifting pharmacists away from the operational “pick, pack, and ship” model and toward applying their clinical expertise directly at the bedside.

I often found myself knocking on the door of my IT colleagues, asking if technology could help us do something new. I like to joke that early in my career, I was probably IT’s worst nightmare. But the more I learned about what was possible, the more opportunities I began to see.

I spent more than a decade implementing what were then early-stage systems, including electronic medical records, computerized order entry, and automated pharmacy technologies. At the time, these systems were largely disconnected and not designed to communicate with one another.

Over time, my focus shifted to integration and interoperability, making sure systems could work together, so clinicians weren’t forced to navigate fragmented platforms. From there, I became increasingly interested in the data these systems generated and how it could be used to improve outcomes, advance research, and drive operational efficiency.

In many ways, it felt like coming full circle: using technology to improve the day-to-day experience of frontline clinicians while also leveraging data to enhance care for entire populations.

What does innovation in health IT mean to you?

Innovation in healthcare is about improving the experiences and outcomes of patients, care teams, students, and faculty. It starts with clearly identifying the goals we want to achieve and the problems we need to solve, not simply automating processes for the sake of it. True innovation takes an experience-driven approach, meeting people where they are, reducing cognitive burden, and delivering solutions that are both tailored and effective. We also measure our impact along the way, so we can build on what works and adjust or move away from what doesn’t.

How are current trends in health IT impacting your organization?  

You can’t get through a day without artificial intelligence (AI) coming up in conversation. We need to leverage what is probably the most powerful set of tools we’ve had in our hands. We’re at a point where healthcare IT leaders have a responsibility to help our organizations separate the hype from the true opportunity.  

Once we move past the noise, it becomes clear that AI is a broad term. It spans everything from advanced analytics to generative AI to agents and the emerging world of agentic AI. We’re still only scratching the surface of what truly agentic solutions will be able to do.

The way humans work within organizations is about to shift dramatically. A large part of my day is focused on planning and execution, making sure we are driving meaningful value from these technologies. Responsible use is not optional. It is essential, and we are accountable for getting it right.

As an academic learning health system, we are also training the clinical workforce of tomorrow. From the time future physicians enter medical school and nurses begin their training, we are integrating these tools into their education and emphasizing responsible use as early as possible.

What do you think excites you the most about AI?

There is a real opportunity to remove cognitive burden from the way care is delivered.

Any expert is still just one human brain and can only process so much in a single moment. The power of AI to bring collective knowledge and insight to bear on an individual decision is remarkable.

The speed at which drug discovery can advance, along with the development of new treatments and cures, is incredibly exciting. We are going to see meaningful improvements in the human health span, with people living longer and living better.

At the same time, many aspects of the administrative cognitive burden can be supported by agentic solutions, while still being overseen and managed by humans.

There is understandable fear about AI replacing humans and jobs. We see these tools as a new part of the workforce, one that needs to be trained, managed, and monitored much like human team members. The hallucinations and errors may be different, but they still occur and must be addressed just as we address human mistakes through oversight and ongoing training.

Given the rapid advancements in healthcare technology, how do you stay up-to-date with the latest trends and ensure your team remains innovative and adaptable?

That’s an incredible challenge given the pace of change, so part of how I manage it is by relying on my team. None of us can be experts in everything that’s happening.

Healthcare can sometimes be a step or two behind in key areas of technology, so I make a point to look beyond our industry. I participate in forums that allow me to collaborate with leaders in fields like manufacturing, consumer industries, and banking. There’s a lot we can learn from their expertise and operational excellence, and much of it translates well to healthcare.

I’m always seeking broader perspectives. I attend conferences and read extensively to stay informed about emerging trends and innovations.

Just as importantly, we must stay closely connected to our own customers, our patients, and care teams. Their needs should guide the work we do, so maintaining that connection is essential to keeping our team innovative, adaptable, and focused on what truly matters.

What do you believe are the most pressing challenges currently facing the healthcare IT industry?

One of the most pressing challenges facing healthcare IT is the rapid pace of technological change. What once took years is now happening in weeks or months. At the same time, the stakes in healthcare are high, so we must ensure the safety, fairness, and effectiveness of the tools we deploy.

That requires sound, agile governance and structures that allow innovation to move forward within clear guardrails. It also calls for thoughtful decision-making that weighs risks and benefits, and the willingness to act even in the face of uncertainty.

What strategies do you employ to foster a culture of diversity and inclusion within your healthcare IT team, and why do you consider this important?  

Succeeding in the face of rapid change and uncertainty depends on a diversity of ideas and perspectives. I lead by inviting stakeholders to bring forward ideas and encouraging my teams and colleagues to challenge our thinking.

These principles are built into the governance models that support our digital, AI, and data initiatives. At every stage of idea generation and evaluation, we involve individuals from multiple clinical and operational areas to ensure diverse perspectives are represented. We’re also intentional about ensuring the data used to train our models and evaluate outcomes reflects the populations we serve.

What is the most rewarding part about being in the healthcare industry?

It all comes back to that mission. The real reward for me is being able to connect the work we do in healthcare IT to a meaningful improvement in a clinical outcome. Helping my teams make that connection amplifies the impact even further.

In large organizations and health systems, many IT team members are a step or two removed from the bedside or direct clinical care. Bringing those stories back and helping them see that connection is incredibly rewarding. It’s about paying it forward, giving my teams the opportunity to shine, grow, and excel. For me, that’s a big part of the reward.

What advice would you give to women who aspire to reach executive positions in healthcare IT or leadership roles in the healthcare industry in general?

My advice is based on a compilation of the advice I received along my own career path:

• Believe in yourself. Take stock of your talents and lean into change. Don’t wait for a particular title or project to seek opportunities to demonstrate your talents and commitment.
• Let go of perfection. You don’t need to meet 100% of the job requirements to apply. Now is the time to embrace lifelong learning opportunities.
• Move forward with incremental steps. Mountains are moved by one shovelful of dirt at a time.   Focus on small incremental changes that move you toward your goals. And your goals may change as you progress… and that is perfectly fine! You can change directions and adjust as you go. Just keep digging.
• Think about the legacy you want to leave. Leading with your legacy in mind is a powerful way to sharpen your focus on what matters most to you.  

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

That’s a tricky question, and honestly, it’s much easier at this stage of my life and career than it was earlier on.

I had the privilege of raising three amazing humans who are now on their own paths, and throughout that time it was always about setting clear boundaries. I tend to want to say yes to every conference and every opportunity to speak, but balancing work and personal life requires being thoughtful about where you spend your time and giving yourself permission to say no.

It has also always taken a village. I’ve been fortunate to have colleagues, friends, and peers who supported me, and I’ve tried to support them in return. Building that network early in your career is incredibly important.

When I was younger, I didn’t always give myself permission to say no or to ask for help. If I could offer advice to those earlier in their careers, it would be to do both. It’s empowering to say, “I don’t know.” It doesn’t diminish you. It allows you to bring your team in, let them shine, and create a more sustainable balance.

Lean on those around you, set clear boundaries, and give yourself permission to protect your time.