🔒Joseph shepherds Hartford HealthCare through expansion, integration

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The atmosphere within the Hartford HealthCare (HHC) system has become dramatically different ever since Elliot Joseph took the reins as CEO 10 years ago.

During the past decade, Joseph has made significant progress toward his ultimate goal, which is to build “one of the most integrative healthcare delivery systems in America.” He also aspires for HHC to serve as a role model for healthcare networks across the country.

“There are a lot of great hospitals, but there's nobody that's built what we've done here,” Joseph said. “We have accomplished a tremendous amount and it fills me with pride.”

According to Rebecca Stewart, HHC's director of content marketing, Joseph's vision and unique leadership style have elevated the organization to a new level.

Prior to Joseph's tenure, the network's flagship hospital — Hartford Hospital — was challenged financially and the organization struggled to provide consistency in patient experience and clinical excellence, Stewart said.

Throughout the past decade and under Joseph's direction, HHC has steadily grown to become a $2.8 billion not-for-profit organization comprised of six hospitals, a broad network of ambulatory sites, and an array of other services. It is also the state's second-largest provider of home healthcare services.

During Joseph's tenure HHC has acquired three hospitals, including The Hospital of Central Connecticut, Backus Hospital and Charlotte Hungerford Hospital. It's currently in the process of also trying to buy St. Vincent's Medical Center in Bridgeport.

“Under Elliot Joseph, Hartford HealthCare has become larger, better and has provided much broader access to care across Connecticut,” Stewart said. “There is such excitement and hope about what's on the horizon.”

Joseph has also been instrumental in the growth of HHC's rapidly expanding urgent-care network. Under his leadership, between 18 to 20 new urgent-care centers, operating under the GoHealth brand, will be built over an 18-month period.

“We are building the state's largest urgent-care network,” Joseph said. “We are moving care out of the hospital setting and into the community, and integrating it through all of our new digital technology.”

Joseph said there's an increasing demand for urgent-care centers in communities throughout the state. The facilities provide greater access to services and are typically more affordable than visiting a hospital emergency room.

His desire to achieve his goals for HHC is driven in part by his own personal experience with illness.

In 2009, during his second year as Hartford HealthCare's CEO, Joseph was diagnosed with leukemia and underwent successful treatment at the very hospital he had been reporting to for work every morning.

“This was a very personal journey that gave me a greater drive and sense of urgency,” Joseph said. “I was also reminded of the miracles that occur within the walls of our organization.”

Joseph continues to work on improving and growing the HHC system, but he has also demonstrated a broader commitment to Connecticut and its economy. He is an active member of the CEO Partnership for Growth, which is a group dedicated to improving the state's business climate. He was also a member of a business coalition that recently helped woo and welcome the IT company Infosys to Hartford.

While Joseph is a big name in Connecticut's healthcare industry, Stewart said his management style makes those around him feel like they are an integral part of the team. Stewart emphasized his ability to transform the previous culture of the organization into what it is today.

“What I find so remarkable about Elliot is he's always asking those he works with for feedback,” she said. “I feel very valued working for someone who actually wants to know what I think and who genuinely cares about my response.”

On the job

Guiding business principle: Culture eats strategy for lunch. It's about the team, the team, the team — Bo Schembechler.

Best way to keep your competitive edge: Never be satisfied; create a clear, ambitious vision that speaks to hearts and minds.

Best business decision: Coming to Connecticut to build Hartford HealthCare into an integrated delivery system.

Worst business decision: As long as I learn from the decision that didn't work as planned than there is no worst decision.

Goal yet to be achieved: Changing the way we pay for health care — Medicare Advantage.

Personal touch in your office: Photos of family and close friends — not VIPs.

Personal side

City of residence: Farmington

Favorite way to relax: Hanging out with family and friends, and attending Michigan football games.

Hobbies: Family, grandchildren, golf, travel, music, sports

Last vacation: Mexico, but soon traveling to northern Italy

Favorite movie: “Animal House”

Favorite cause: Parkinson's disease

Second choice career: Musician

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