PEMBA ON-DEMAND Physician Executive MBA at the University of Tennessee

We are delighted to have Dr. Camilo Gomez joining us today to share the details of a Lean Six Sigma project he developed for optimizing urgent stroke endovascular interventions.
Dr. Gomez is a vascular and interventional neurologist who graduated from the Pemba program in 2006. He currently practices at the University of Missouri Medical Centre. 
Stay tuned to learn how Dr. Gomez approached this innovative Lean Six Sigma project at the University of Missouri Medical Center.
The Pemba MBA Program
Dr. Gomez highly recommends the Pemba program, especially for mid-career professionals and those in managerial roles. He praises the program for its medical-focused curriculum, which applies business principles directly to healthcare settings, believing that all department chairs in universities should undergo similar training to enhance their leadership capabilities.
Transition to Private Practice
In 2003, Dr. Gomez left his role as Stroke Center Director at the University of Alabama, Birmingham. He then joined the business world and established a private practice group, prompting him to write a business plan and secure a loan before joining the MBA program.
Realization of Business Knowledge Necessity
As the CEO of his new private practice, Dr. Gomez saw the need for business knowledge to communicate, negotiate, and manage effectively. A chance meeting with an old friend solidified his decision to enroll in the MBA program.
Return to Academia
In 2016, Dr. Gomez returned to the academic world to focus on education, research, and high-end practice. His MBA experience helped him streamline his roles and focus on quality care and operational excellence.
Influence of MBA in Academic Role
Dr. Gomez found his MBA knowledge invaluable in academic settings, especially when dealing with hospital administrators. 
Optimizing Endovascular Interventions
Dr. Gomez is deeply involved in enhancing healthcare processes at the University of Missouri, particularly in stroke care. He actively leads initiatives that streamline operational workflows, improve patient outcomes, and integrate Lean Six Sigma methodologies for continuous process improvement. His work underscores the importance of data-driven decision-making, interdisciplinary collaboration, and innovation in healthcare delivery.
Challenges and Quality Metrics
Dr. Gomez finds the current quality metrics for stroke centers inadequate. He emphasizes the need for more sophisticated analysis and better metrics, drawing on principles like Lean Six Sigma to improve processes and outcomes.
Breakdown of Interventions and Categories
He explains the complexity of various interventions, highlighting the need to categorize them to ensure accurate performance assessment. He proposes developing and publishing a categorization grid to enhance understanding and measurement of intervention quality.
Anesthesia Team Readiness
Dr. Gomez explains the importance of having an anesthesia team ready to receive patients immediately. That includes starting the intubation process before other team members arrive to ensure continuous patient care without any delays.
Expedited Transport
Dr. Gomez emphasizes the need for quick patient transport from the CT table to the angiography table without unnecessary stops, aiming to reduce wasted time and improve efficiency in stroke treatment processes.
Value Stream Mapping and Parallel Processing
Dr. Gomez explains how he uses value stream mapping to identify and eliminate inefficiencies, allowing for parallel processing, where different team members perform tasks simultaneously rather than sequentially.
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We are thrilled to welcome Nancy Scott as our guest for this episode of Pemba on Demand. 
Nancy is the Leadership Development Programs Director for Graduate and Executive Education at the University of Tennessee Haslam College of Business. 
She joins us today to discuss the new Chief Medical Officer (CMO) Accelerator Program now available at the University of Tennessee.
Nancy's Background and Role at UT
Nancy has a background in industrial and organizational psychology. That, coupled with her experiences as a graduate student, shaped her passion for training future leaders in healthcare.
Structure and Content of the CMO Accelerator Program 
The CMO Accelerator Program follows a structured format, including synchronous virtual sessions and personalized assignments tailored to real-world challenges in healthcare leadership.
Target Audience and Program Goals 
The primary target audience for the CMO Accelerator Program includes physician leaders aspiring to CMO roles and those seeking to enhance their strategic management skills in healthcare.
Feedback and Improvements from Cohort One 
Feedback from the first cohort of the CMO Accelerator Program has led to improvements in peer exposure, assignment clarity, and potential expansions like financial management training.
Admissions and Logistics 
Prospective students interested in the CMO Accelerator Program can contact Tom Brown for admissions information and application details. The program accepts a limited number of students per cohort, and seats may still be available for the upcoming cohort starting on the third Thursday of May 2024. 
Future Vision and Expansion of the Program 
The vision for the CMO Accelerator Program includes becoming a trusted resource in healthcare leadership development within five to ten years.
Links and resources:
Visit our YouTube Channel
PEMBA On-Demand
Norman A. Chapin, MD MBA:
Norm Chapin on LinkedIn
Email Norm Chapin 
CMO Accelerator Program
CMO Accelerator University of Tennessee is now accepting applications for the upcoming cohort beginning May 16, 2024. 
Physician Executive MBA Program University of Tennessee
For more information, contact Tom Brown.
tjbrown@utk.edu
865.742.1596

We are delighted to welcome Dr. Ed Millermaier as our guest for this week’s episode of Pemba On Demand.
Dr. Millermaier is an associate-certified coach and team practitioner coach. He established Pivot Partnerships, his coaching company, in 2020 and has actively engaged in coaching for the past three to four years. He graduated from Pemba in 2006, and we have had the privilege of collaborating with him for many years. 
Dr. Millermaier joins us today to share his insights and expertise on mentorship and coaching. 
Exploring Coaching in Healthcare
Dr. Millermaier discusses the transformative power of coaching, emphasizing a shift away from traditional directive approaches. This shift empowers individuals, including healthcare professionals, to take charge of their growth and decision-making processes, enriching patient interactions and fostering a culture of continuous improvement and self-efficacy within clinical settings. Dr. Millermaier's insights shed light on the profound impact coaching can have on enhancing overall healthcare outcomes.
Application in Clinical Settings
Dr. Millermaier elaborates on leveraging coaching principles in executive coaching and strategic decision-making processes in healthcare organizations. That includes addressing unique challenges physicians face in leadership roles, particularly navigating between frontline clinical experiences and broader organizational strategies. 
Challenges in Leadership Roles
Dr. Millermaier outlines the challenges physicians encounter in leadership roles, especially during critical periods such as the COVID-19 pandemic. Those challenges often bridge the gap between clinical expertise and strategic decision-making. Effective communication, collaboration, and adaptive leadership become paramount in addressing those challenges and ensuring optimal healthcare delivery.
Team Coaching for Empowerment
Dr. Millermaier emphasizes the transformative potential of team coaching in healthcare settings. Coaching fosters empowerment and collaborative problem-solving among healthcare teams, enhancing team dynamics and patient outcomes. The success stories and methodologies Dr. Millermaier shares highlight the positive impact of team coaching, ultimately leading to improved healthcare delivery and patient care experiences.
Structured Coaching Process
Dr. Millermaier outlines a structured coaching process for establishing a foundation for success in coaching sessions. It includes active listening, goal setting, and ongoing feedback mechanisms to ensure alignment with client objectives and desired outcomes. By following a systematic approach, healthcare professionals can effectively utilize coaching for personal and professional development.
Importance of Formal Training
Dr. Millermaier highlights the essential role of ongoing training and credentialing in honing coaching skills and staying abreast of evolving healthcare and coaching landscapes. The emphasis on continuous learning and professional development contributes to maintaining high standards of coaching practice within healthcare contexts.
Differentiating Coaching and Mentoring
Distinguishing coaching and mentoring, Dr. Millermaier explains how each role serves unique purposes based on client needs. Coaching focuses on providing goal-oriented support, fostering accountability, and promoting personal growth. Mentorship offers guidance and expertise based on the mentor's experiences, providing valuable insights for professional development. Understanding these differences enables healthcare professionals to leverage both coaching and mentoring effectively.
Envisioning the Future
Dr. Millermaier envisions a future where coaching methodologies are seam

I am thrilled to introduce a fellow Pemba alumnus, Dr. Michael Fromke, as our guest for this episode of Pemba on Demand.
Dr. Fromke graduated from Pemba in 2022. He is a neurosurgeon at Lee Health in Florida, an organization in which he holds a physician executive role in addition to practicing neurosurgery. He is also a member of the lead professional group at Lee Health.
He joins us today to discuss the improvement project he has been working on, explaining how he applied lessons learned from his MBA program at Pemba to drive value-based care initiatives, supply chain restructuring, cost efficiencies, and standardization in healthcare delivery.
Links and resources:
Visit our YouTube Channel
PEMBA On-Demand
Click here to download the slide from this presentation
 
Norman A. Chapin, MD MBA:
Norm Chapin on LinkedIn
Email Norm Chapin 
 
Michael Fromke, MD, MBA, FAANS
Michael Fromke on LinkedIn
Lee Health

On today's episode, we have Dr. Nicholas Wells and Dr. Monica Jones, physician leaders from the Erlanger health system in Chattanooga, Tennessee, joining us today. 
Dr. Jones is currently the Chief Medical Officer at Erlanger East Hospital, and Dr. Wells is the Associate Medical Director of the NICU at the Children's Hospital within the Erlanger system.
Dr. Wells earned his MD degree from the Uniformed Services University in 2006. Alongside his work as a neonatologist, he held the position of Chief Medical Officer for the Education Research Training Directorate at the Walter Reed National Military Medical Center for nearly two years. He is also a certified Epic Builder, responsible for the order set to build and EMR implementation in the NICU since 2021. He took on his current role as the Associate Medical Director for the NICU in 2019. Dr. Wells is currently in the Pemba MBA program of 2024. 
Dr. Jones earned her MD from Indiana University School of Medicine in 1980. Following that, she underwent training in anesthesia and completed a fellowship specializing in obstetrical anesthesia. While Dr. Jones was practicing as an anesthesiologist between 1984 and 2019, she also spent six years as the assistant professor of anesthesia at Baylor College of Medicine. In 2019, she transitioned to become the Chief Medical Officer at Erlanger East Hospital in Chattanooga. Dr. Jones obtained her MBA from Pemba in 2011.
Nick Wells and Monica Jones join us today to discuss a project they initiated to improve neonatal and newborn resuscitation in the early stages, focused on enhancing safety in the OR for infants born through C-section.
Links and resources:
Norm Chapin on LinkedIn
Visit our YouTube Channel 
Erlanger East Hospital
The Children’s Hospital at Erlanger

We are delighted to have Dr. James Daniel Moore joining us today to discuss an innovative strategy he pioneered at the University of Kentucky to address hepatitis C, a prevalent infectious disease affecting his local region and community.
Dr. Moore is an Associate Professor at the University of Kentucky Healthcare. He is also the Co-CEO and Chief Financial Officer at Thoroughbred Emergency Physicians. He completed his residency in emergency medicine at the University of Alabama after graduating from the University of Kentucky Medical School in 2011, and he recently obtained his MBA from the University of Tennessee Knoxville.
Dr. Moore’s Career Journey 
Initially, after completing his residency, Dr. Moore had no intention of pursuing an academic career, preferring instead to work in community emergency medicine. However, after seeing the broken healthcare system in Kentucky and feeling compelled to address the issues, he decided to stay and do his best to fix the problems. He saw academia as a means to access resources and infrastructure to improve healthcare delivery. 
Transitioning to a Large Academic Healthcare Organization
Over time, Dr. Moore learned the importance of building credibility and success within projects to have a seat at the table for decision-making. Despite the slow pace of change, he was motivated by his goal to improve patient care and access. 
Becoming a Change Agent
Participating in emergency department management programs sparked Dr. Moore’s interest in operational change within healthcare systems. His introduction to business concepts came from reading literature and implementing strategies to address the challenges of high patient boarding rates and various other issues. His need for credentials and a desire to learn practical skills to navigate complex healthcare systems effectively drove him to pursue an MBA.
Dr. Moore’s Approach to Public Health Emergencies
Dr. Moore’s interest in addressing public health emergencies, particularly hepatitis C, arose from his commitment to providing high-quality care to every patient. His approach involved implementing standardized screening and treatment protocols within emergency departments, leveraging resources from organizations like Gilead Focus to support infrastructure development. Through perseverance and strategic planning, he aimed to implement systemic changes to improve healthcare outcomes for underserved populations.
Annual Screening within High-risk Communities
Dr. Moore emphasizes the importance of annual screening in high-risk communities, particularly in emergency departments. Despite lacking a defined screening cadence, he asserts that the current guidelines advocate for widespread screening, with minimal issues encountered with payers. 
Financial Viability and Return on Investment
Dr. Moore highlights the significant cost savings associated with early intervention and treatment, the economic benefits of proactive healthcare interventions, and the importance of incentivizing healthcare systems to prioritize preventive care initiatives.
Expansion of Screening Initiatives
Dr. Moore highlights the ongoing efforts to expand screening initiatives to other emergency departments and correctional facilities, emphasizing the need for scalable, replicable models of care.
Expansion into Primary Care Offices
While it's too early to assess the full effectiveness of expanding initiatives into primary care offices, initial indicators suggest increased case identification. However, challenges persist, highlighting the need for standardized protocols and a centralized team. Plans are also underway for a system-wide screening program, extending beyond the UK for the f