1. What inspired your journey in advancing patient and staff experience in healthcare, and why do you believe human experience is becoming a central priority for healthcare systems today?

In every area of business, good old-fashioned customer service is very important. AS I advanced in my career, I noticed a need for it in the hospital systems, both from the patients and staff, but also from hospitals who wanted to further develop that area. With a lot of experience in this area outside of the hospital environment, I wanted to bring this expertise to healthcare. Human experience should be the focus, because the patients and staff want to be viewed as a human or as family. No one wants to be just a number or just a random employee, but rather focusing on what is best for human’s can make your hospitals the best place to receive care and the best place to work in healthcare.

2. From your perspective, what are the most pressing challenges healthcare organizations face today when trying to improve both patient and staff experiences simultaneously?

I think staffing and budgets are pressing, especially with recent legislation that makes it harder for smaller hospitals. At times when people are stressed and short staffed, it is hard to focus on patient and staff experience because everyone is just trying to stay afloat and make it through. Understanding the realities of this, rather than hiding from it, can help figure out the “why” behind it, in order to tailor your changes to ways that will be most effective.

3. What innovative approaches, technologies, or strategies do you believe are transforming how healthcare organizations deliver more human-centered care?

AI can help in many ways, even if it is just used to free up some time from staff so they can focus more on the patient and reduce charting time. Meeting patients where they are helps (when the patient wants it), so utilizing more virtual visits and more inpatient communication screens where the provider can chat with a patient from their office and quickly get from patient room to patient room. Leveraging technology in the patient’s MyChart (or similar technology) so they can see more updates, plan of care, and be more a part of their healthcare journey. It is a careful balance to leverage technology to be a human experience enhancer and not do it in a way that appears to further remove the human element from healthcare. Patient Advisory Councils are great help in this area.

4. How can healthcare leaders foster a culture where both patients and healthcare professionals feel heard, valued, and supported?

For patients – leverage your complaint and grievance department to be front and center as another layer of patient experience, so they can help facilitate and keep patient happy, which then can take some time from staff. For professionals – foster a lean and just culture, where employees are not afraid to speak up, suggest improvements, and work to make some changes that they want. At times people in C suite make changes, but are not going to Gemba and seeing what the nurses, doctors, EVS workers, etc really feel about how that would work in practice and on the units. Utilize a website for Caregivers to suggest changes and improvements. These suggestions are put into a random drawing for winners. Include on the site some of the ideas chosen for further review and keep updates on the status and where it is in process so staff can follow along and see that the hospital is actually doing something with it.

5. Can you share an example or initiative that has made a meaningful impact on patient or staff experience in your organization or the wider healthcare ecosystem?

Focusing on empathetic boundary setting, in order to empower staff to have the tools needed to set boundaries with patient and visitor issues, but also in an empathetic way.

6. Looking ahead, what does the future of human experience in healthcare look like to you, and what one change or action should healthcare organizations prioritize today to move in that direction?

I would go all in on AI opportunities, in an area with ever tightening budgets, less staff, but more and more patients needing care, we must find ways to remove a lot of the burden from staff so they can focus on the care and the patient experience, while keeping themselves resilient by removing some “busy work” from their plate. Some people are afraid of AI, but realistically it is the future, like lasers, robotics, and other healthcare advancements people were afraid of in the past that are now commonplace. If you ignore it and hide from it, your hospital could be left behind, whereas if you are on top of it and cutting edge, you will have a leg up over others.

1. What inspired your journey in advancing patient and staff experience in healthcare, and why do you believe human experience is becoming a central priority for healthcare systems today?

Even without a clinical background, I can say that when patients feel heard and supported, and when staff feel valued and empowered, the entire system operates more effectively. I believe human experience is becoming a central priority for healthcare systems today because the focus is shifting from purely clinical care to holistic care. Healthcare organizations are recognizing that positive experiences for both patients and staff lead to better engagement, improved adherence to treatment, lower burnout rates, and ultimately better clinical outcomes.

2. From your perspective, what are the most pressing challenges healthcare organizations face today when trying to improve both patient and staff experiences simultaneously?

One of the biggest challenges is making sure initiatives for patients and staff complement each other rather than compete – for example, a digital tool that improves patient communication but adds extra administrative work for staff.

3. What innovative approaches, technologies, or strategies do you believe are transforming how healthcare organizations deliver more human-centered care?

Healthcare organizations are increasingly leveraging technology today. Digital patient engagement platforms, real-time feedback tools, and AI-powered communication systems are helping patients feel more informed and connected to their care. On the staff side, tools that streamline administrative tasks, support collaboration, and provide wellness insights are allowing them to offer more personalised care to patients.

4. How can healthcare leaders foster a culture where both patients and healthcare professionals feel heard, valued, and supported?

People want to feel heard and know that their feedback makes a difference. Even small actions count. So, whether it’s patients or staff, the key is closing that loop – listening, acting, and being transparent about what’s possible and what’s not. That’s what builds trust.

5. Can you share an example or initiative that has made a meaningful impact on patient or staff experience in your organization or the wider healthcare ecosystem?

One of our hospital partners in Europe identified that wait times were a major source of frustration for their patients. Since reducing wait times isn’t always something you can fix quickly, they took a different approach and focused on improving the experience around that wait by keeping patients engaged with digital reading content. After a few months, they surveyed patients again and saw a 56% drop in complaints related to waiting. For me, that really shows the value of listening and then making small but thoughtful changes that can improve the overall experience.

6. Looking ahead, what does the future of human experience in healthcare look like to you, and what one change or action should healthcare organizations prioritize today to move in that direction?

It would be creating moments that feel personal and connected. It’s not just the appointment itself, it’s the “in-between” moments, like waiting, getting updates, or feeling genuinely supported. When patients feel seen as individuals, it makes a real difference.
Equally important is staff wellbeing. Healthcare work is stressful, and a human-centered system should make sure staff feel supported, recognized, and able to take care of themselves, so they can bring their best to every interaction with patients.

1. What inspired your journey in advancing patient and staff experience in healthcare, and why do you believe human experience is becoming a central priority for healthcare systems today?

My journey started at the intersection of science and humanity. As a physician, I saw firsthand that great clinical outcomes don’t always translate into great patient experiences. And personally, watching close family members navigate complex illness made it even more real,how uncertainty, delays, and lack of communication can deeply impact both patients and caregivers.

That’s what drove me to expand beyond clinical training into healthcare systems and experience design. Today, human experience is no longer a “nice to have”—it’s directly tied to outcomes, trust, adherence, and even financial sustainability. Healthcare systems are realizing that if patients feel lost or staff feel burned out, the entire system suffers.

2. From your perspective, what are the most pressing challenges healthcare organizations face today when trying to improve both patient and staff experiences simultaneously?

The biggest challenge is that we often treat patient experience and staff experience as separate problems when they are deeply connected.
Clinicians are overwhelmed, systems are fragmented, and workflows are not designed with humans in mind. So you end up with frustrated staff and, as a result, frustrated patients.
Another major issue is operational complexity too many handoffs, too little transparency, and not enough real-time communication. Patients feel like they’re in a “black box,” and staff feel like they’re constantly firefighting.

3. What innovative approaches, technologies, or strategies do you believe are transforming how healthcare organizations deliver more human-centered care?

I’m really excited about technologies that enhance not replace the human connection. For example, AI-driven communication tools that provide real-time updates to patients can reduce anxiety significantly.

Digital navigation platforms that guide patients through their journey help eliminate confusion. But what’s most powerful is combining technology with thoughtful design what I call moving from a “black box” to a “glass box” experience where patients can actually see and understand what’s happening in their care journey.

Also, simple innovations like centralized care coordination, predictive scheduling, and proactive outreach can dramatically improve both efficiency and experience.

4. How can healthcare leaders foster a culture where both patients and healthcare professionals feel heard, valued, and supported?

It starts with listening but not just surveys. Real listening.
Leaders need to create environments where frontline staff feel psychologically safe to speak up, and where patient feedback is actively integrated into decision-making.
Culture is built through daily behaviors. When leaders model empathy, transparency, and accountability, it cascades through the organization.

Also, aligning incentives matters. If we only reward productivity and volume, we can’t expect teams to prioritize experience. We need to measure and value what truly matters connection, communication, and outcomes.

5. Can you share an example or initiative that has made a meaningful impact on patient or staff experience in your organization or the wider healthcare ecosystem?

One initiative I’m particularly proud of focused on reducing patient frustration around wait times.
We found that the biggest issue wasn’t just the wait it was the uncertainty. Patients felt like they were in “radio silence.”
So we implemented a simple but powerful change: proactive communication. Providing real-time updates, setting expectations, and creating visibility into the process.
At the same time, we streamlined workflows for staff to reduce unnecessary administrative burden.
The result was not only improved patient satisfaction, but also reduced stress for staff—because fewer patients were anxious or upset. It reinforced the idea that when you fix the experience for one, you often improve it for both.

6. Looking ahead, what does the future of human experience in healthcare look like to you, and what one change or action should healthcare organizations prioritize today to move in that direction?

The future of healthcare experience will be more personalized, more transparent, and more proactive.
We’ll move from reactive care to guided journeys where patients are supported every step of the way, not just during clinical encounters.
But if I had to choose one priority today, it would be this: design healthcare around the human, not the system.
That means simplifying processes, improving communication, and truly understanding the emotional journey of both patients and providers.
Because at the end of the day, healthcare is not just about treating disease , it’s about caring for people.

1. What inspired your journey in advancing patient and staff experience in healthcare, and why do you believe human experience is becoming a central priority for healthcare systems today?

What inspired my journey in advancing patient and staff experience really comes from being on the frontlines as a clinician. I saw firsthand how deeply connected the experiences of staff and patients are—when staff feel supported, heard, and valued, it directly shapes the care they provide. That connection stayed with me and ultimately led me to focus on improving the systems and environments that support both.

I believe human experience is becoming a central priority in healthcare because we’ve reached a point where outcomes alone are not enough. Healthcare systems are recognizing that how care is delivered – how people feel, how they are treated, and how teams are supported – is just as important as clinical outcomes. There is also a growing understanding, backed by data, that workforce well-being, engagement, and psychological safety are essential to safety, quality, and patient outcomes.

At its core, prioritizing human experience is about creating environments where both patients and staff can feel respected, connected, and supported—and that’s foundational to delivering truly person-centered care.

2. From your perspective, what are the most pressing challenges healthcare organizations face today when trying to improve both patient and staff experiences simultaneously?

From my perspective, one of the most pressing challenges healthcare organizations face is that, despite the best intentions, we still often operate within a reactive culture. We tend to respond to issues after they arise rather than proactively designing environments that support both patients and staff from the start.

Another key challenge is that we frequently approach improvement work by doing things for people rather than with them. Without intentionally engaging staff, patients, and families as partners, we miss critical insights that could lead to more meaningful and sustainable change.

This is where true Person-Centered Care principles come in—particularly co-design. Too often, not all stakeholders are in the room when decisions are being made. When frontline staff, patients, and interdisciplinary voices are not included, solutions can feel disconnected from the realities of care delivery.

To truly improve both patient and staff experiences simultaneously, we have to shift from reactive to proactive, and from top-down decision-making to a more bottom-up, reverse, and circular approach—grounded in truly inclusive, co-designed practices.

3. What innovative approaches, technologies, or strategies do you believe are transforming how healthcare organizations deliver more human-centered care?

I believe some of the most transformative approaches are those that intentionally center the voices of both staff and patients in how care is designed and delivered. Co-design and shared decision-making are becoming more embedded, helping organizations move from assumption-based solutions to ones grounded in lived experience.

4. How can healthcare leaders foster a culture where both patients and healthcare professionals feel heard, valued, and supported?

Healthcare leaders can foster this kind of culture by intentionally creating environments where shared decision-making is the norm—not the exception.
This starts with actively listening and creating consistent opportunities for both patients and staff to share their experiences, ideas, and concerns—and then taking accountability to act on that feedback, do the work with them, share progress, and close the loop. When people see that their voices lead to real change, trust begins to grow.

It also means shifting from hierarchical, top-down approaches to more inclusive, collaborative models where frontline staff and patients are true partners in care design and delivery. Embedding co-design practices, interdisciplinary collaboration, and psychological safety allows individuals to speak up without fear and contribute meaningfully.

Equally important is supporting the workforce—ensuring staff feel valued, resourced, and cared for—because when healthcare professionals feel supported, they are better able to extend that same level of care to patients.
At its core, fostering this culture is about consistency: listening, partnering, acting, and closing the loop, so that everyone feels heard, valued, and supported.

5. Looking ahead, what does the future of human experience in healthcare look like to you, and what one change or action should healthcare organizations prioritize today to move in that direction?

Looking ahead, the future of human experience in healthcare is one where care is truly person-centered, where we see and support the whole person, not just the condition. This includes patients, families, and the workforce, with environments grounded in respect, dignity, psychological safety, and genuine connection.

I believe one of the most important changes healthcare organizations can prioritize today is focusing on the small, everyday actions that humanize care. This includes being mindful of the language we use, moving away from stigmatizing or labeling terms—and instead choosing words that reflect empathy, respect, and personhood. Language shapes perception, and perception shapes care.

It also means being more intentional in how we show up for one another, listening without rushing, involving patients and colleagues in decisions, and recognizing that every interaction is an opportunity to build trust.
While system-level change is critical, it’s these individual, consistent actions—how we speak, listen, and partner—that collectively transform culture and move us closer to truly human-centered healthcare.

1. What inspired your journey in advancing patient and staff experience in healthcare, and why do you believe human experience is becoming a central priority for healthcare systems today?

My work didn’t start in a boardroom—it started in child life, sitting with patients and families in some of their hardest moments.

I had a front-row seat to how care is experienced—not just clinically, but emotionally and psychologically. I saw how even when care was technically excellent, families could leave feeling confused, unprepared, or alone. And just as importantly, I saw how small moments of clarity, connection, and presence could completely change that experience.
That stayed with me.

Over the past 15+ years, I’ve had the opportunity to work alongside hundreds of healthcare organizations across the country. And what’s been consistent—regardless of size, setting, or strategy—is this: the experience of care is shaped in the moments between the medicine.

What became clear over time is that experience isn’t separate from quality—it’s how quality is delivered and understood. Communication, coordination, and trust aren’t “extras”—they’re what determine whether care is safe, followed, and meaningful.

Today, human experience is becoming central because healthcare is more complex than ever. Patients are navigating more transitions. Clinicians are under more pressure. And outcomes increasingly depend on what happens in those critical moments—how we communicate, prepare, and connect.

2. From your perspective, what are the most pressing challenges healthcare organizations face today when trying to improve both patient and staff experiences simultaneously?

The biggest challenge is that organizations often treat these as separate workstreams, when they are deeply interconnected.
You can’t create a great patient experience in an environment where the workforce is overwhelmed, unsupported, or disconnected from purpose. And you can’t improve workforce engagement without addressing the realities of how care is delivered.
Specifically:

• Leaders underestimate the operational and cognitive load on clinicians, especially physicians
• Experience is positioned as “extra” work, rather than embedded in clinical practice
• Data exists, but there’s a gap in translating it into clear, actionable behaviors

The result is a lot of effort—but not always consistent change where it matters most.

3. What innovative approaches, technologies, or strategies do you believe are transforming how healthcare organizations deliver more human-centered care?

The most meaningful shift I’m seeing is a move from measurement to activation.
Organizations have no shortage of data. What’s changing is how that data is used—to drive real-time conversations, behavior change, and leadership accountability.
A few things making a real difference:

• Translating feedback into specific, observable behaviors in key moments
• Equipping leaders to coach in real environments, not just review reports
• Integrating experience into quality, safety, and operational workflows—not running it in parallel
• Using technology (including AI) not just to collect data, but to surface insights that are usable at the frontline

It’s less about new tools or more data—and more about how we activate what we already know.

4. How can healthcare leaders foster a culture where both patients and healthcare professionals feel heard, valued, and supported?

It starts with leadership behavior—not messaging.
Cultures shift when leaders consistently:

• Show up in the environment (rounding, listening, observing)
• Notice and name what’s happening—both what’s working and what’s not
• Create space for people to speak up without fear—and respond in a way that reinforces trust

For physicians and frontline teams, feeling valued isn’t about more recognition programs. It’s about:

• Being included in solving problems that affect their work
• Having clarity on expectations
• Experiencing consistency in how leaders follow through

In other words, culture isn’t what we say—it’s what people experience every day.

5. Can you share an example or initiative that has made a meaningful impact on patient or staff experience in your organization or the wider healthcare ecosystem?

One example that stands out is working with a health system where physician and advanced practice provider (APP) engagement in patient experience was low—not due to lack of caring, but lack of connection to the work.
Instead of introducing scripts or additional training, we focused on:

• Identifying the specific moments where physician and provider behavior most influenced patient trust and safety
• Using patient feedback and discharge call insights to highlight real gaps in understanding and follow-through
• Creating opportunities for physicians and providers to see and hear the impact directly, and engage in problem-solving

What shifted wasn’t just scores—it was ownership and confidence.
Physicians and APPs began to see experience as part of clinical excellence, not an external requirement. And that translated into more consistent communication, better patient preparation, and measurable improvements in both experience and outcomes.

6. Looking ahead, what does the future of human experience in healthcare look like to you, and what one change or action should healthcare organizations prioritize today to move in that direction?

The future of human experience in healthcare is not about more programs—it’s about greater integration and reliability.

Experience, safety, quality, and workforce engagement will continue to converge. The organizations that lead will be those that can translate strategy into consistent, everyday behaviors across teams.

Not by asking them to superficially “buy in,” but by:

• Connecting experience to what they already value—outcomes, safety, and clinical excellence
• Designing approaches that work within the realities of their practice or care environment
• Creating visibility and accountability in the moments that matter most

I believe, the future of healthcare will be defined not by what we measure—but by how consistently we deliver care in a way people can trust.