Healthcare companies and hospitals hire doctors, nurses and medical technicians for the clinical areas of their organizations. They also hire administrators, who can come from a wide range of academic backgrounds and experiences.

 

Four of the five administrators highlighted here come from non-traditional backgrounds: a college football player, a former member of the U.S. Air Force, a former Peace Corps volunteer and a volunteer firefighter. Each has achieved success in the healthcare management and hospital administration fields, and has grabbed the chance to grow along the way.

 

Read on to learn how their paths led them to their current positions.

 

ANDERSEN INNOVATES AT NORTHWELL HEALTH

 

Northwell Health’s Ryon Andersen, a former volunteer firefighter, is now at the forefront of healthcare as director of finance and operations management for hospital administration at Northwell’s North Shore University Hospital in Manhasset, NY.

 

Andersen’s career path at Northwell (formerly North Shore-LIJ Health System) started when he “kind of stumbled into” it. When he was assisting with an emergency preparedness drill for the Long Island, NY fire department where he volunteered as a firefighter, “one of the physical therapy directors at Glen Cove Hospital (another Northwell hospital) came up to me and offered me my first job as a physical therapy aide.”

 

Later in his tenure with Northwell, Andersen worked as a unit support associate while he attended college to earn a bachelor’s degree in philosophy and chemistry. Then he worked in cancer research prior to transitioning from clinical work to the business aspects of the organization. He also earned a master’s degree from New York University in public administration.

 

“Each experience I had has shaped my perception and the decisions I make in my current role,” notes Andersen, who appreciates that Northwell offers a very supportive environment. Today he’s involved with project management, program evaluation and implementation, financial reporting, analytical support, business planning and “innovative thinking.”

 

His career path and current role have given Andersen a unique perspective on hiring college graduates into his department. “I don’t find one particular degree is better than another,” he explains. “I look for excellence, whatever the candidate’s path of study is, not necessarily the declared major. If you can demonstrate excellence in the degree that you’re in, then we can help bridge the gap and teach you the other skills needed to be successful.”

 

Prior candidates have included those with political science and economics degrees, as well as the more traditional finance and accounting degrees.

 

“I’m a big fan of ‘boots on the ground,’ going to career fairs, making connections at career and internship consortiums, meeting applicants face-to- face, even before looking at a resume,” Andersen states.

 

Even a brief encounter with a candidate gives him a better idea of a person’s motivation, intent and personality than from just reading a resume. Once hired into finance and operations management, all associates, no matter what the degree, serve as project managers, financial analysts or planning analysts, and all receive training to ensure their success.

 

North Shore University’s structured two-year management associate program for those with bachelor’s degrees exposes candidates to project management, finance, analytics, medical staff, organizational politics, hospital operations, nursing, quality, innovation, emotional intelligence and general managerial skills. In the first year they’re mentored by more senior associates; in the second, they mentor those coming up behind them.

 

“In my opinion,” Anderson elaborates, “the most successful people in any organization are the ones that can build meaningful relationships, navigate politics and truly understand you have to look out for the greater good of the organization [and] the people below you, [and] not just yourself.”

 

Northwell’s corporate university, called the Center for Learning and Innovation (CLI), offers development courses on subjects such as public speaking, financial management, project management and emotional intelligence, and is open to all employees at every level.

 

MCGOWAN DRAWN TO NIH’S HEALTHCARE MISSION

 

Colleen McGowan’s career path led her to become the deputy chief operating officer at National Institutes of Health’s (NIH) Clinical Center. It all started by answering an online ad because, according to McGowan, NIH’s healthcare mission resonated with her: “To seek fundamental knowledge about the nature and behavior of living systems and the application of that knowledge to enhance health, lengthen life and reduce illness and disability.”

 

She points out that, since NIH is part of the federal government, it must adhere to the general service (GS) system of hiring based on grade levels, which depends on a candidate’s profession and college degree. For hospital administrators, which are in the administrative officer series, one would need a bachelor’s degree. “It could be in business, journalism or just about anything, as long as you meet some core requirements,” which differ depending on the position.

 

In her case, McGowan - who holds a bachelor’s degree in business administration from the University of North Carolina, Chapel Hill and a master’s degree in healthcare administration from Baylor University - notes she found the initial NIH job listing online the day before the job was closing, interviewed for it and was hired into NIH as a senior administration officer.

 

The position, McGowan contends, was right in line with her U.S. Air Force experience, where she was a hospital administrator. NIH’s support of her Air Force Reserve duty was an added bonus.

 

For others seeking to join NIH, McGowan explains the most popular non-clinical jobs for college graduates are administrative officer and management analyst.

 

For instance, someone hired as an administrative officer could deal with budgets, HR, acquisitions, logistics management or space management. A college graduate attracted to management analysis jobs could find himself or herself working on data analysis, project management or program management.

 

Much of the work in healthcare “involves problem-solving, listening to people, trying to figure out what the issue is that the clinician wants you to help solve, being able to diffuse situations and bringing people together,” elaborates McGowan, who ascended to her current position about three-and-a-half years ago where, among her responsibilities, she mediates conflicts, diffuses situations, acts as an advocate, ensures federal compliance and mentors fellow employees.

 

“I love mentoring others, developing others,” McGowan shares. “That’s probably my favorite part of my job.”

 

Outside of the knack and passion for problem-solving and helping people, McGowan stresses that work experience is important - even non-healthcare experience. And it should all be put on your resume.

 

For example, “If you have customer service experience, if you’re a manager at a fast food restaurant for five years…to me that’s attractive because it means you’re dealing with a transient workforce and a fast-paced environment. You have to have a positive attitude all of the time. That’s exactly the type of person I’m seeking,” says McGowan.

 

The Clinical Center offers a formal internship program called the Pathways Program to undergrad students during the summer between their junior and senior years. It also offers several internship programs for graduate students.

 

To make certain employees are successful in their careers, both the Clinical Center and NIH as a whole provide online and in-person development classes specific to each employee’s needs. For example, employees can learn skills to help them supervise or mentor others as they move up in their own careers, or they can hone their writing and oral communication skills.

 

Furthermore, informal groups enable both administrative officers and management analysts to network, learn what’s going on in their field and share best practices information with their peers in other parts of NIH.

 

BROWNLEE TAKES NON-TRADITIONAL ROUTE TO JOHNS HOPKINS

 

Darren Brownlee evolved from being a team player on the college football field to a team player at Johns Hopkins - not your typical route to a career in hospital administration.

 

But it’s one that suited Brownlee and what he describes as his non-traditional academic background perfectly.

 

“Johns Hopkins attracted me because, as an academic hospital, they strive for innovation, education and research, and I wanted to be in a place that would challenge me every day,” he expounds. He wanted to be in a place that was on the cutting edge, and where he could learn and grow professionally. The culture at Johns Hopkins was an ideal fit for him.

 

Today Brownlee is the assistant administrator of ambulatory and access operations in the chairman’s office within Johns Hopkins’ department of medicine that oversees the ambulatory functions of the hospital. This includes the outpatient clinics and patient-access call center.

 

To get where he is now, he did an administrative residency for a year and a half, during which time he rotated through many areas of the organization, including project work. He later became an operations project manager, where he provided data support for the department of surgery. In September 2015 he transitioned into his current position within the department of medicine.

 

“The department is fast-paced and transparent,” says Brownlee, further pointing out college graduates with degrees that include, but not limited to, health-related fields, business administration or even pre-med or engineering would be eligible to apply for a position in the department.

 

“I have an undergraduate degree in psychology,” Brownlee notes, adding his master’s degree is in health administration. He plans on earning a doctorate in public health.

 

Newly graduated candidates have been hired into business analyst, project management, office management or even medical office coordinator positions. However, there’s no traditional “ladder” for them to climb, he contends.

 

“It’s not always about the role itself; it’s about the candidate,” Brownlee explains. “Nowadays, with healthcare being so diverse, it depends on what your passion is. There really isn’t the traditional route - from A to B to C - anymore, especially within such an innovative industry.”

 

Work experience with data, dealing with pivot tables and the ability to use Microsoft Access and Excel to analyze that data are valuable skills. Demonstrating professional etiquette - i.e., how to interact at meetings, how to speak to individuals and how to adapt to situations - having a strong work ethic and having an eagerness to learn are also key.

 

Johns Hopkins Medicine believes in giving each employee the tools and opportunities to learn and grow, including mentorships and online programs for professional development. Networking opportunities both inside and outside an employee’s department are available. New hires further receive on-board orientation.

 

Brownlee is proud of his work, of what Johns Hopkins does and of how it fosters talent from diverse places: “I am in a good place surrounded with much talent and phenomenal leadership. You learn very quickly who to go to and what resources you have in order to get the answers you need.”

 

He expects both his department and all of Johns Hopkins to continue to grow and continue to provide the same level of excellent care across all of its facilities.

 

WILLS MAKES AN IMPACT AT MAYO CLINIC

 

Because he’d had some early experience in public health and public service, and because he wanted to have a personal, but profound effect on people’s lives, Fred Wills decided to make healthcare his career. He now makes his mark as administrator of the Office of Diversity and Inclusion at the Mayo Clinic. His position allows him to fulfill his dream and provide healthcare services to more people while making a difference in people’s lives.

 

With a bachelor’s degree in psychology and religion firmly in hand, Wills landed his first job out of college running a grant for a municipality. There, he worked with people in mostly Mexican and Somali communities who were coming off public assistance. He aligned services, including healthcare, with their needs.

 

However, he wanted to move from working with people on a one-to-one basis to having an impact on a larger population, so he went on to graduate school and earned a master’s degree in public policy administration. He volunteered for the Peace Corps and worked in a children’s hospital, further increasing his experience with diverse populations.

 

Wills joined the Mayo Clinic in 2012 as an administrator in the Office of Diversity and Inclusion, where he was tasked with implementing the Clinic’s strategic plans around diversity. He deals with such issues as “how to help make the Clinic more culturally competent and relevant in all its facets,” he says.

 

Its goals include ensuring equitable care for all patients, increasing market share and exposure, identifying and advancing the best talent, and generating better representation regarding gender and minorities in senior leadership positions.

 

Wills discusses how the healthcare field is becoming increasingly more complex and how the Mayo Clinic is responding. “The patient base is becoming more and more diverse, and their needs are more sophisticated,” he explains. “So we have to be dynamic, have information ready to give to patient-care providers or to our team leaders regarding how to get the most out of what we have.”

 

To future healthcare careerists, Wills advises, “I would say two things: Every opportunity is full of opportunity; take full advantage. And master your craft; make yourself uncomfortable by pushing yourself.”

 

STRICKLAND’S LOVE OF SCIENCE LEADS HIM TO CARDINAL HEALTH

 

Jerome Strickland’s interest in healthcare began with a childhood love of science, which eventually led him to become the director of strategic intelligence and analytics at Cardinal Health.

 

He thought his future lay in the science and research arena. However, when he was an undergraduate student at Washington University in St. Louis, MO, majoring in African American studies with a minor in biology, he says, “I started doing research and thought the biggest impact I could make in science was in healthcare. I thought I could have an impact on society and not just a job.”

 

After graduation in 2002, Strickland went on to study for his MBA in marketing and decision analytics. He did a two-year internship at WellPoint (now Anthem), a Blue Cross-Blue Shield organization in Georgia, which allowed him to understand the payer segment of healthcare, about how they decide on coding/ERG reimbursement. He also had previous experience working in a pharmacy.

 

By the time he earned his MBA in 2011, he’d spent some time in a business school in China. He was ready to “round out my understanding of healthcare” by coming on board at Cardinal Health, where he learned about the distribution side of healthcare.

 

“One of the first things that caught my attention was Cardinal Health’s global footprint,” Strickland says. The company had just acquired a company in China, and he thought he might get a stronger understanding of the international healthcare market and, perhaps, possibly go overseas again as a Cardinal Health employee. Cardinal Health’s values also resonated with him.

 

He came on board in July 2011: “I was the marketing manager for customer intelligence for the retail independent market.”

 

From there he moved to acute care marketing, where he worked with hospital networks. When a position in China opened, Strickland and his family relocated there. “I worked as a big data analytics manager. I was sent to monetize the data we had so we could share insights to different providers there,” he describes.

 

He then became a chargeback manager where he had accounting and pricing responsibilities, and later moved into his present role, which he describes as enterprise-focused. It incorporates the pharmaceutical and medical portions of the company, says Strickland. The efforts of his department - which include supporting sales strategy, interacting with customers, working in the field and working with the C-Suites of the major hospital networks - affect the performance of the entire company.

 

There are challenges, too, with market fluctuations within the healthcare industry being the greatest one. They can be caused by legislation, decisions from the Center for Medicare and Medicaid Services, which determines how the Affordable Care Act will be executed, or the strategic moves of different healthcare networks. Thus, Strickland says, we have to be able to stay on top of those changes and “respond quickly with our own strategy response.”