Women in Health IT

What does innovation in health IT mean to you?

Innovation in health IT means solving real problems in ways that elevate care, empower caregivers, and strengthen the organization’s ability to serve its mission. For me, it comes down to four things:

Improving the human experience for patients and caregivers. True innovation isn’t about chasing shiny objects; it’s about making care better for everyone involved. I think that means removing friction by giving clinicians time back by utilizing ambient documentation, making it easier for patients to access care, and using digital tools that help people feel informed and in control, which ultimately leads to better outcomes.

Making technology that is scalable, reliable, and capable of adapting to the frequent shifts in the industry. Innovation only matters if it can be safely put into practice. That starts with strong data foundations, so new ideas don’t stay stuck in pilots but become repeatable, scalable capabilities across a health system.

Using data and AI as force multipliers. Modern innovation requires combining data and AI to improve outcomes and systems. When done responsibly, AI becomes less about automation and more about augmentation, helping people become even better at what they do.

True innovation should help guide change. It should shape how health systems adapt and move forward. This means setting clear priorities, establishing strong governance, stewarding investments, and ensuring every new initiative aligns with our mission to deliver outstanding care and foster an exceptional workplace.

In summary, it’s really about disciplined modernization. Not innovation for its own sake, but innovation that delivers measurable value and earns the trust of caregivers and patients.

What inspired you to pursue a career in health IT leadership, and how has that path shifted over time?

Early in my career, I was focused on the execution part, which included rolling out solutions, solving problems, and building trust with clinicians. As I grew in my career, I became more drawn to the strategy and culture side of healthcare leadership. I wanted to know more about how teams are built, understanding priorities throughout the workplace, and how to create environments where caregivers can do their best work.

I feel lucky to be CIO at Cleveland Clinic, where mission, technology, and innovation come together. Having a leadership position still means solving problems and driving results, but the challenges look different, as they require a different mindset.

My role has evolved in the scope of impact I hope to drive—enabling world-class care, helping our organization scale globally, and creating the foundation future caregivers will rely on.

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

Healthcare IT is at a crossroads. We’re seeing incredible advances in AI, automation, and data, but the real challenge is turning that innovation into tools that are reliable, safe, and scalable throughout the organization.

At the same time, there is significant data and infrastructure debt; clinicians are experiencing real burnout, and cybersecurity threats are at an all-time high—all while facing intense financial pressure. The real challenge isn’t the technology itself; it’s navigating the evolving needs around alignment, governance, and adoption. It’s ensuring that the solutions we introduce genuinely reduce burden and improve outcomes, making healthcare better for both patients and caregivers.

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?

For me, diversity and inclusion aren’t a “check the box” effort. It’s a leadership discipline our team takes seriously. In healthcare IT, we’re solving complex problems that impact every type of patient and caregiver, so our teams need to reflect a wide range of backgrounds, perspectives, and lived experiences.

I focus on a few strategies. First, we hire for potential and lived experience, not just traditional technical pathways. Second, we create psychologically safe teams, where everyone has a voice and ideas are challenged respectfully. Third, we’re intentional about career development by giving people learning opportunities, visibility, and coaching so they can grow into leadership roles. And finally, we set a tone of humility and service, valuing collaboration over the ego.

This matters because diverse teams simply build better solutions. They see around corners sooner, understand the human side of technology better, and create systems that serve all patients and caregivers, not just a subset. Inclusion isn’t just the right thing to do, it’s a competitive advantage in healthcare IT. In the book Lead Bigger by Anne Chow, she outlines a model for inclusive leadership, which I find compelling and would recommend.

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

The most rewarding part of being in healthcare is the people. I get to work with amazing caregivers every day and hear the stories of patients whose lives we touch together. That’s my ‘why.’

In healthcare IT, we may not be at the bedside, but everything we build ultimately supports someone’s moment of need. When a clinician gets time back, when a diagnosis is made faster, when a family feels seen—that’s the impact. Knowing that our work helps enable those moments is what keeps me grounded and passionate about this industry.

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

My advice to women aspiring to reach executive roles in healthcare IT is simple:

• Don’t wait for permission to lead. This industry needs your voice, your perspective, and your lived experience.
• Cultivate confidence built on competence. Know your craft, ask great questions, and be relentlessly curious.
• Build a strong network of mentors and advocates who will speak your name in rooms you’re not in. Women often underestimate how important sponsorship is.
• ‍Embrace roles that stretch you. The biggest growth moments in my career came when I took on something that scared me a little and figured it out.
• ‍Stay grounded in who you are. The best leaders I know lead with integrity, clarity, and empathy. You don’t have to trade kindness for strength; the two together are your greatest superpower. For anyone looking to grow in healthcare IT, I would recommend reading Likeable Badass by Alison Fragale on how to gain inner strength and how to be your most authentic self.
• ‍Don’t underestimate your ability to change the culture around you. When women lead boldly, we make it easier for the next generation to step forward. Take up space. Own your expertise. And remember that representation isn’t just symbolic—it’s catalytic.  

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