Brad_Holland [at] cedarparkregional.com
City and State: Cedar Park, Texas
Education: Master's of Science in Health Care Administration 2000, BS in Biology from Southwest Texas State University 1998
I am the Chief Executive Officer for Cedar Park Regional Medical Center, which is a 95 licensed bed facility generating $100 million in net revenue, with more than 550 staff physicians and a growing 501(a) physician clinic with nearly 25 physicians in varying locations. The medical center’s expansion and capacity is significant due to the facility’s infrastructure, which can expand to 150 licensed beds utilizing the adjacent unimproved land. The facility is a joint venture between Community Health Systems & Seton Family of Hospitals.
Chalk it up to divine intervention. My mother-in-law had a dream that I was going to attend Trinity University for my master’s degree at the same time I was applying to dental school. I already carried doubt about the dental school decision and my intuition pointed—as well as her dream—to this other path. I have always thought that the Lord has directed my life and this initial intervention was the first of many “divine” steps that have positively affected my professional career.
I enrolled into the HCAD program knowing that the term “health care” would have a clinical emphasis, but ended up falling in love with the business side. The administrative residency provided invaluable hands-on insight. Plus, innovative and respected people at my residency facility, Hillcrest HealthCare System, gave me the keys to their health care kingdom, specifically James D. Harvey.
A deep understanding of the business side of things: I entered the program knowing that clinical knowledge was a critical element, but the focus on the “business” side of health care surprised me. Now, working with caregivers, combined with the business expertise honed at Trinity, creates a balanced mix that I have enjoyed.
I feel that having worked at more than five health systems in several capacities, my greatest accomplishment is leaving each of these facilities better than I found it.
When things get tough, I turn to my philosophy of “God first, family second and work third." Although my wife may argue the order I place these items in sometimes, this triad of items has always served me well.
High quality, cost effective health care is not going away but there have been considerable changes in financing and payment for services. “Capitation” was the industry’s answer 15 years ago, while today, “narrow networks and population health” are the buzz words, though not much different. There is increasing CEO turnover in the industry, which signals to me the profession is only getting harder.
I believe that additional clinical integration and coordinated care will be the cornerstone of the change over the next two decades. Reduction of fragmented and stand-alone health providers will diminish as organizations merge to control and influence the care continuum in an effort to control costs.
Absolutely. I would encourage them to do it, but if someone is looking for a job that offers endless flexibility, long lunches and lots of golf, this is not the profession.
Don't screw up your residency. It will likely define your career.
Any news from the American College of Healthcare Executives and Texas Hospital Association. I also like Steven Covey’s The 7 Habits of Highly Effective People.
I like to spend time with my wife, Julianna, and our two boys, Gardner (8) and Griggs (6). I was a college tennis player for both Texas A&M and Southwest Texas State University, so that will always be a big part of my life. I tell people that I am good at tennis, but enjoy golf. My wife and I just traveled to France to celebrate our 40th birthdays!