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The Future of Healthcare Depends on the Workforce
Healthcare Organizations Cannot Solve Today’s Challenges Without Rethinking the Workforce
Healthcare organizations are under pressure from every direction — retention, staffing shortages, leadership burnout, workforce expectations, operational strain, and rapid transformation across care delivery.
Join senior leaders from health systems, hospitals, and academic medicine for practical conversations focused on what is actually working.
Where Healthcare Leaders Share What Actually Works
This is not a high-level “future of work” conversation. It is a practical leadership forum focused on real workforce challenges facing healthcare organizations right now.
Topics to be discussed:
- Retention and workforce stability
- Leadership development
- Employee engagement
- Workforce technology and AI
- Operational resilience
- Team communication and culture
- Clinician wellbeing and sustainable performance
The Workforce Is Now a Strategic Priority
Healthcare workforce challenges are no longer isolated HR issues. They directly impact operations, patient experience, financial performance, capacity, and long-term organizational stability.
- Leadership development
- Workforce resilience
- Smarter staffing models
- Culture transformation
- Technology that supports teams — not replaces them
The organizations moving fastest are treating workforce strategy as enterprise strategy.
Proven with Leading Health Systems
Healthcare leaders from organizations across the country attend ICD events to exchange practical ideas, benchmark strategies, and build relationships with peers facing similar workforce and operational challenges.
Why Workforce Leaders Will Attend
- 1
Build resilient, engaged healthcare teams
- 2
Improve retention and workforce stability
- 3
Strengthen decision-making, alignment, and resilience when healthcare leaders are managing pressure from every direction.
- 4
Strengthen leadership culture and communication
- 5
Create sustainable models for workforce wellbeing and performance
Agenda
Monday, October 19
- 8:30 am - 3:00 pm
- 9:15 am - 9:30 am
Chairperson’s Welcome Remarks
- 9:30 am - 10:05 am
CASE STUDY Building the Foundation for Growth
Resiliency, Infrastructure, and Workforce StrategyBy prioritizing workforce culture, employee engagement, resiliency, and sustainability, Stony Brook University Hospital and Stony Brook Medicine has been transformed into a 2.1 billion enterprise healthcare and educational powerhouse. In this case study, Chief Operating Officer Carol Gomes details the transformation that has empowered staff and fostered a resilient environment while advancing care, modernizing infrastructure, and spearheading major facility expansions.
- Cultivate a Resilient Workforce Culture: Resiliency is not a standalone initiative, it’s embedded in infrastructure, workforce, and strategy
- Align Infrastructure with Staff Well-being: How to support the daily workflows of clinical teams and improve long-term care delivery
- Integrate Systems with Strategy: Sustainability and access are core components of long-term system stability
- 10:05 am - 10:40 am
The Moral Obligation of Self-Care
Healthcare providers are trained to prioritize others, but organizational resilience relies on a workforce culture where well-being is a core standard. A depleted team cannot deliver quality care. Prioritizing self-care and mental health is both a professional and moral duty, establishing the foundation required to sustain compassionate and high-quality outcomes.
- Identify systemic drivers of burnout and assess how a proactive workforce culture directly impacts patient safety and care quality
- Implement practical, evidence-based self-care strategies to protect against emotional exhaustion and maintain personal health in demanding environments
- Champion boundary-setting and mutual support within their teams to collectively dismantle toxic, ‘always-on’ workforce cultures
- 10:40 am - 11:00 am
Networking Break in Sponsor Showcase
- 11:00 am - 11:40 am
FIRESIDE CHAT Leading Through Complexity
Healthcare Leadership and Academic–Health System Partnerships in Uncertain TimesHealthcare leaders today face unprecedented challenges, including workforce shortages, financial constraints, growing patient needs, and rapidly changing operational and legislative environments. Successfully leading through uncertainty requires resilience, adaptability, collaboration, and innovative strategies with a clear commitment to the health and well-being of patients, staff, and communities. In this dynamic conversation, Dr. Carmen Renée Green, and Mr. Sheldon P. McLeod will share insights from their leadership experiences in academic medicine and healthcare delivery. Together, they will explore how healthcare organizations and medical schools can forge meaningful partnerships to strengthen the healthcare workforce pipeline, improve patient outcomes, and promote staff and patient health and well-being.
The discussion will examine the realities of leading during periods of disruption and uncertainty, including financial pressures, workforce challenges, and public health crises. Through real-world examples from academic and safety-net healthcare settings, Dr. Green and Mr. McLeod will highlight strategies for maintaining organizational effectiveness, fostering collaboration, supporting teams, and ensuring that patients remain at the center of decision-making. Conference delegates will gain practical insights into leading through chaos rather than being managed by it, building resilient organizations, and developing partnerships that leverage the complementary strengths of healthcare systems and medical schools.
- 11:40 am - 12:15 pm
Infusing Well‐being into the Culture
The Dyad Leadership Strategy at WellSpan HealthHealthcare systems continue to face significant rates of burnout, turnover, and disengagement among physicians and care team members. In response, the Office of Well-being (OWB) at WellSpan Health implemented a dyad leadership strategy — pairing a physician leader with a psychologist leader — to embed well-being into the fabric of organizational culture. The initiative sought to strengthen influence, relationships, and structural alignment to improve well‐being outcomes and workforce stability. The model was reinforced by key partners providing essential infrastructure: project management for metrics and goal tracking, communications for branding and visibility, and administrative support to ensure operational continuity.
- Expand influence and embed well‐being into operational and clinical decision‐making spaces
- Identify structural and communications strategies — including dedicated well‐being roles, system‐level alignment, and coordinated branding — that accelerate culture change and measurable improvements in workforce well‐being
- Evaluate the impact of a systemwide well‐being strategy on burnout, engagement, and turnover outcomes, and apply key lessons for sustaining high‐impact initiatives while maintaining realistic scope
- 12:15 pm - 1:45 pm
Lunch in Sponsor Showcase
- 1:45 pm - 2:15 pm
Trauma-Informed Leadership
The Advantage No One Is Talking AboutTrauma-informed care is an evidence-based framework and rapidly growing healthcare movement that improves outcomes by recognizing the impact of stress on patients, health workers, and health systems at large. This session will translate trauma-informed principles into practical leadership strategies for navigating high-stress interactions, supporting a robust well-being strategy, and building resilient healthcare organizations.
- Distinguish between stress, burnout, moral injury, and trauma in our current healthcare environment
- Practice specific communication and behavioral strategies for trauma-informed leadership that promote health professional wellbeing, foster psychological safety, and nurture organizational resilience
- Explore pathways for transforming workplaces into trauma-informed, resilience-oriented systems of healthcare
- 2:15 pm - 3:00 pm
Resilient Healthcare
Aligning Strategy, Culture, and Process for Operational ExcellenceSustainable success in patient care and operational performance requires a three-pillar framework: aligning clinical strategy with market dynamics, valuing your frontline healthcare professionals, and integrating Continuous Improvement (CI) to eliminate operational losses. This interactive session guides healthcare leaders through actionable methodologies to transform workplace culture and drive relentless efficiency.
- Align Clinical Strategy with Market Realities: Apply actionable frameworks to update care delivery models
- Cultivate a People-First Healthcare Culture: Design meaningful recognition, engagement, and development programs that ensure medical and administrative staff feel deeply valued
- Eliminate Operational Losses and Inefficiencies: Master Continuous Improvement methodologies (such as Lean Six Sigma principles) to recognize and tackle three core performance inhibitors: Waste, Variability, and Inflexibility
- 3:00 pm - 3:45 pm
The Professional Superpower You Must Unlock: Emotional Intelligence
Unlock the professional superpower that sets exceptional leaders apart: emotional intelligence. In this session, you’ll discover how emotionally intelligent leaders lead confidently, cultivate healthy work environments and outperform benchmarks. Walk away with practical insights on how to boost your emotional intelligence and become the kind of leader today’s dynamic workplace demands. After this session, you will be able to:
- Equip leaders with practical tools and insights to master emotional intelligence
- Foster stronger interpersonal relationships
- Enhance overall leadership effectiveness
- 4:15 pm - 5:00 pm
Networking Reception in Sponsor Showcase
Tuesday, October 20
- 9:00 am - 9:15 am
Chairperson’s Remarks
Welcome to Day 2 - 9:15 am - 10:00 am
Aligned Autonomy
Driving Innovation by Thinking Globally AND Acting LocallyKnowledge workers thrive on autonomy. Organizations succeed when people are aligned. How can we fully embody both dynamics within one organization? Learn how to manage this polarity with a leadership culture and management system that encourages innovators to thrive while harnessing their energy to prevent organizational entropy and empower organizational success.
- Recognize polarities in organizations and approach them as opposites to manage rather than problems to solve
- Explore the historic change that has happened for frontline workers and its impact on middle managers
- Develop the tools to build a management system that aligns your organizational values with achieving top-decile dashboard outcomes
- 10:00 am - 10:45 am
PANEL Leading Through the Unknown
Making Tough, Human-Centered Decisions in HealthcareThis panel brings together frontline and executive healthcare leaders to explore how to successfully balance operational demands with human-centered principles. Attendees will examine real-world case studies of navigating crisis and ambiguity, discovering how to prioritize patient needs, maintain team psychological safety, and uphold ethical standards while implementing rapid organizational change.
- Analyze strategies for maintaining psychological safety and transparent communication with care teams during periods of high ambiguity and rapid change
- Apply human-centered design principles to balance systemic operational constraints (e.g., budget cuts, capacity limits) with the preservation of patient-first and staff-first care values
- Develop agile, values-based decision-making frameworks for navigating unpredictable scenarios, such as sudden policy shifts or public health emergencies
- 10:45 am - 11:00 am
Networking Break in Sponsor Showcase
- 11:00 am - 11:45 am
From Clinician to Enterprise Leader
How Mass General Brigham Is Building Physician LeadersMost physicians step into leadership roles with deep clinical expertise but little formal preparation for leading people, teams, and change. Mass General Brigham set out to close that gap.
This session will explore the design and early results of the MGB Physician Leadership Development Program, an enterprise-wide initiative built around a peer-reviewed, 11-competency physician leadership model. Dr. Bogosian will explain how the program was structured, including the use of 360-degree feedback, cohort-based learning, and focused modules on feedback, adaptive decision-making, and leading through disruption. Conference delegates will gain practical lessons that can help health systems develop strong physician leaders from within rather than relying primarily on external recruitment.
- Describe the 11-competency physician leadership model and how it translates clinical excellence into enterprise leadership capability.
- Apply key design principles from the MGB program, including 360-degree feedback, cohort-based learning, and competency-based module sequencing, to physician leadership development efforts within their own organizations.
- Identify common leadership development gaps revealed through physician 360-degree assessments and select development approaches that address them.
- 11:45 am - 12:20 pm
The Sandwich Generation at Work
How Gen X Leaders Are Reshaping Healthcare Culture, Technology, and Caregiving ExpectationsGeneration X is reshaping the modern healthcare landscape. Balancing the demands of raising children and caring for aging parents, this demographic is pioneering a shift toward tech-enabled health navigation and AI-driven symptom-checking. Unlike previous generations, Gen X demands transparency, efficiency, and integrated, holistic solutions.
- Gain a better understanding of Gen X in Healthcare
- Evaluate Digital Health Adoption: Assess the driving forces behind Gen X’s high adoption rate of telehealth and AI-driven care navigation tools
- Design Patient-Centric Solutions: Technology-forward strategies that respect the bandwidth and lifestyle realities of this demographic
- 12:20 pm - 12:55 pm
Human-First Healthcare
Cultivating an AI-Ready Workforce and CultureThe integration of AI in health systems is no longer a futuristic concept, but an operational reality. This session explores the intersection of organizational culture, workforce well-being, and emerging AI technologies. We’ll explore practical frameworks for upskilling teams, improving clinical workflows, and leading change with a human-centered approach.
- How organizational culture impacts the adoption of new AI tools, identifying strategies to overcome staff resistance and encourage a continuous learning environment
- Identify specific administrative and clinical workflows where AI can automate redundant tasks
- Outline the core competencies—such as data literacy and ethical oversight—required for a modern healthcare workforce, ensuring staff can safely and effectively collaborate alongside AI systems
- 12:55 pm - 1:00 pm
Chairperson’s Closing Remarks
Speakers
Speakers
Rob Bogosian, Ed.D.
Dr. Rob Bogosian works at the intersection of leadership development and healthcare, where the stakes of leadership are measured in clinical outcomes, workforce retention, and patient trust. As program faculty and designer for the Mass General Brigham Physician Leadership Development Program, he helps physician leaders across the MGB enterprise build the skills and competencies their clinical training never covered: giving and receiving feedback, navigating adaptive challenges, and leading through disruption. His work with MGB includes co-authoring "Transforming Medical Leadership," a peer-reviewed 11-competency physician leadership model for next-generation healthcare leaders, published in the Physician Leadership Journal (Spring 2026).
Rob is the author of The Seven Myths of Leadership in Business, co-author of Breaking Corporate Silence, and author of the forthcoming Disruption-Ready Leadership (November 2026). His research on organizational silence — why employees willfully withhold important work-related information, and what it costs — anchors his work on emotional safety and cultures of voice. He holds a doctorate from George Washington University and teaches in the MBA programs at Babson College and GWU. His clients include Microsoft, Prudential Insurance, Toyota US, and the U.S. Department of Defense.
Paul F. DeChant, MD, MBA, FAAFP
Dr. Paul DeChant is a thought leader on leading organizational transformation and creating healthy workplaces. Paul advises C-level healthcare executives on managing critical problems such as financial and staffing challenges by transforming management systems and cultures to reduce the root causes of clinician burnout, improve KPI performance, and reduce burnout. He supports the AMA’s Professional Satisfaction and Practice Sustainment team and teaches at the University of Colorado – Denver’s Graduate School of Business.
Michael Diller, PsyD
Dr. Michael Diller is a Licensed Psychologist and has more than 30 years of clinical experience. He earned his bachelor’s degree from the University of Pittsburgh, a Master’s degree in Clinical Psychology from Loyola College in Maryland, and a Doctor of Psychology Degree in Clinical Psychology from the University of Hartford. He spent 19 years in clinical practice, 15 of those years at WellSpan Behavioral Health (WBH), now known as WellSpan Philhaven. He was the Director of WellSpan EAP from 2016 to 2024 and is now the Well-being Program Administrator, part of a dyad leadership team, responsible for the system-wide Well-being strategy. He remains passionate about finding better ways to support fellow coworkers, raising awareness of mental health issues in the workplace, and offering ways to provide a culture of care to support overall well-being. Dr. Diller has presented on these topics at the local, state, and national levels, and has been a two-time recipient of Central Penn Business Journal’s Health Care Heroes award in the Mental Health Caregiver and Workplace Well-being categories.
Sadie Elisseou, MD
Sadie Elisseou, MD, is a physician at Mass General Brigham, faculty at Harvard Medical School, and leading subject matter expert in trauma-informed care. Her curriculum on trauma-informed physical examination is now taught at medical schools across the U.S. Dr. Elisseou teaches clinical healthcare professionals how to provide top-quality care to patients who have lived through trauma, while also caring for themselves. She also consults for healthcare systems that wish to reduce burnout, develop human-centered leaders, and build resilient organizations.
Steven Forti, VP
Steven Forti was a consultant for Johnson & Johnson’s Orthopedic Trauma Division, where he utilized eight years of Critical Care and Trauma Nursing experience. In the military, he earned the rank of Master Sergeant after serving 23+ years in Army Special Forces, where his specialties included Special Forces Weapons Sergeant and Special Forces Intel Sergeant. He is a Level 1 Sniper, and attended Johns Hopkins Applied Physics Lab at DIA as well as the Special Operations Planners Course in Norfolk, VA. Steve earned a BS in Nursing from Quinnipiac University, completed a Critical Care Residency at Yale New Haven Hospital Systems, and holds a BS from Southern Connecticut State University.
In March of 2020, he was asked to join Hospital for Special Surgery as the Chief of Staff for crisis management, as they transformed the entire hospital into a Covid treatment center to do their part in the fight to save lives during the height of the Covid crisis. As the crisis ebbed, he was asked to join the leadership team as the Chief Wellness and Resiliency Officer with a focus on overall wellbeing, burnout, and suicide awareness and prevention. His approach is scienced based on allostatic load management and autonomic downregulation and is a nationally sought after speaker for wellbeing and resilience.
When not at HSS, Steven spends his time enjoying every moment of his family, and also dedicates time to the Children of Fallen Patriots and is board president of a drug and alcohol rehab in Bridgeport, CT.
Scott Gauvin
Scott Gauvin has spent more than 30 years helping organizations build workplaces that are both human-centered and high-performing. As CEO of Macresco and co-founder of the Respect for People Roadmap, he has worked across industries and geographies to redesign the operational systems, leadership mindsets, and management practices that drive meaningful, measurable change. A contributing author to Leading With Compassion: Cultivating Connection from the Inside Out, Gauvin believes lasting transformation is possible when organizations create the cultural conditions and strengthen the behaviors fundamental to continuous improvement, execution, and engagement at scale.
Carol Gomes
Carol Gomes is a member of the senior executive team, serving as Chief Executive Officer and Chief Operating Officer at Stony Brook University Hospital. Formerly, she was the Chief Quality Officer with administrative oversight for the departments of Continuous Quality Improvement, Decision Support Services, Clinical Pathways and Management Engineering. She was also the Associate Director for Quality Management and Associate Director for Neurosciences.
Gomes earned two master's degrees from Stony Brook University: Management and Policy from the Harriman School of Management and Policy and Healthcare Management and Administration from the School of Allied Health Professions. She has served on the Malcolm Baldrige Quality Program’s Board of Examiners since 1999, most recently as Senior Examiner and Alumni Examiner. She teaches for the School of Health Professions. She holds certifications as a Fellow in the American College of Healthcare Executives, Certified Practitioner of Healthcare from the National Association for Healthcare Quality and numerous certifications in laboratory sciences and management from the American Society for Clinical Pathology.
Working in the healthcare field for over 30 years, Gomes is the recipient of numerous leadership awards including the HLNY Healthcare Executive of the year “Award of Distinction,” Long Island Business News Healthcare Heroes Award in Achievements in Healthcare, the Master Award and the Excellence in Management Award from the American Society of Clinical Pathology, and The Distinguished Alumna Award from Stony Brook University. She has served on the Stony Brook University Alumni Association Board, holding all of the executive-level positions, including President. Gomes currently serves as Vice Chair of the Vizient Senior Operations Officer Network Steering Committee and serves as a board member on numerous boards associated with healthcare activities.
She actively volunteers to serve as a mentor for students pursuing healthcare administration and participates regularly as a panelist for the Future Healthcare Leaders “See You at the 'C' Suite” seminars. Gomes regularly participates at Alumni and Student Career Networking events to assist young careerists with job opportunities and career guidance.
Carmen Renee Green, MD
Carmen Renee Green leads the CUNY School of Medicine, a public institution focused on addressing the social determinants of health by training future doctors and physician assistants who often come from and return to serve historically underserved communities. An award-winning professor, anesthesiologist, and pain medicine specialist, Dr. Green is nationally recognized for groundbreaking research exposing inequities in pain treatment affecting women, minorities, older adults, and low-income populations. She also authored foundational research on racial disparities in hospital security calls.
Ama Mathewos, MPA, BSN, RN, NEA-BC, CTACC
Ama Mathewos is a Certified Coach and Board Certified Advanced Nurse Executive with 20 years of industry experience. One of her proudest moments was leading a team, post-merger, with many opportunities for improvement into a cohesive team that demonstrated clinical excellence and ultimately became Magnet designated. Mathewos was able to accomplish Magnet designation and many other accolades by being an emotionally intelligent leader. She champions the belief that the answers reside within, awaiting discovery through introspection and action. Guiding leaders with warmth and accountability, she fosters an environment where leadership strengths are nurtured. Through strategic relationship-building and tailored action plans, Mathewos empowers leaders and their teams for success.
Sheldon P. McLeod
Sheldon P. McLeod is the Chief Executive Officer (CEO) for NYC Health + Hospitals/Kings County. He was appointed CEO in January 2018, having previously served as the Chief Operating Officer (COO) at Kings County Hospital since October 2014. As CEO, McLeod’s responsibilities include setting the strategic direction for the hospital, and providing executive oversight for the clinical, operational and financial management for the institution.
Prior to joining Kings County Hospital, Mr. McLeod served in progressively responsible leadership roles for over sixteen years at NYC Health + Hospitals, and other health organizations across the City, including COO at NYC Health + Hospitals/North Central Bronx, Chief Transformation Officer at New York City Health + Hospitals/Jacobi. He has held positions at Montefiore Medical Center; the NYC Department of Health; St. Luke’s–Roosevelt; and the Primary Care Development Corporation.
Under Mr. McLeod’s leadership, Kings County continues to excel in the Brooklyn healthcare landscape having developed innovative, cost-effective solutions for enhancing quality, competitiveness and revenue by implementing new business strategies at the hospital. Mr. McLeod also works collaboratively with community-based organizations to address the social determinants of health, and health equity in the communities served by Kings County Hospital.
Mr. McLeod is a Fellow of the American Essential Hospitals, and serves on its Board of Directors as well as the Bushwick Starr board of directors. Among his core beliefs are that communication, transparency and accountability are keys to driving change within an organization, and that creating a nurturing environment for employees to learn, grow and adjust to organizational change will ultimately create better staff and patient experience, and a healthy and successful organization.
Priya E. Mammen, MD, MPH
Dr. Priya E. Mammen’s career is marked by leveraging her expertise as an emergency physician and public health leader for actionable insights to drive strategic and sustainable change and improved outcomes, driving both ROI and AOI, and aligned with organizational missions and goals. Her career began working with John Snow, Inc and the US Agency for International Development (USAID). Dr. Mammen served as the US enterprise senior clinician, thought leader and subject matter expert overseeing clinical program development, healthcare services implementation, and patient and team member safety across nearly 9,000 national pharmacies serving 10 million people daily.
Ridgley Salter, MD
Dr. Ridgley Salter is a physician leader and a family physician who has been practicing inpatient and outpatient medicine at WellSpan Family Medicine – Hayshire of WellSpan Health (WSH) since 1999, and still cares for patients there and at WellSpan York Hospital with the Family Medicine residents as part of his half-time clinical role. He earned his Medical Degree at Penn State College of Medicine in Hershey, PA, followed by his Family Medicine Residency at WellSpan York Hospital. From 2015-2023, he served as Medical Director within the WellSpan Medical Group (WMG), and since 2022, has served as the Medical Director for Wellbeing, co-leading the WSH system-wide wellbeing strategy with his colleague, Dr. Michael Diller. Since 2018, he has chaired the WMG Physician and APP Wellbeing Council, where he spearheaded efforts that earned many national recognitions, including the AMA Joy in Medicine Gold Level Recognition in 2025, one of just 21 Health Systems in the country to earn this highest level of recognition.
It is in this wellbeing work that Dr. Salter has found his passion, working on an array of system-wide strategies for Leaders, Nurses, Physicians and APPs, and all Team Members at WSH, so that his colleagues don’t have to experience the burnout he experienced in the early 2010s. His focus is that all team members at WSH achieve professional fulfillment in serving their patients, communities, and each other. He resides in York with his wife, Karen, and they are the proud parents of 3 incredible adult children (and one amazing infant granddaughter).
Karilyn Van Oosten
Karilyn Van Oosten is a mission‐driven executive, strategic growth consultant, and higher‐education leader specializing in healthcare workforce development and education‐industry partnerships. She is the Owner of KVO Strategic Growth, where she advises colleges, associations, and healthcare organizations on building scalable, market‐aligned workforce solutions through high‐impact partnerships and strategic growth initiatives.
She also serves as Senior National Partnership Manager, Healthcare at American College of Education (ACE). In this role, she leads national healthcare and association partnerships designed to expand access to affordable, flexible nursing and healthcare degree pathways. Her work supports workforce upskilling, leadership development, and equity by aligning educational programs with the evolving needs of healthcare employers and professional associations.
With more than 20 years of senior leadership experience in higher education, Van Oosten has held executive roles at Unitek Learning, Herzing University, Chamberlain University, and Grand Canyon University. Across these organizations, she built and scaled national partnership portfolios, negotiated long‐term enterprise and association agreements, and drove multimillion‐dollar revenue growth through cross‐sector collaboration between education, healthcare systems, labor organizations, and nonprofits.
A committed advocate for women’s leadership and civic engagement, she is a former President of the International Women’s Forum (IWF) Arizona and currently serves as Vice President of IWF Northern California, where she co‐chairs member engagement initiatives. She also is a Board Member of the Carmel International Film Festival, Leading for change, supporting regional economic development at the intersection of business and culture.
Van Oosten previously served as an adjunct faculty member at Glendale Community College and has dedicated more than a decade of service to organizations such as Girl Scouts–Arizona Cactus‐Pine Council, mentoring and developing future leaders.
She holds a Bachelor of Arts in Business Administration, a Bachelor of Arts in Spanish, and a Master of Arts in Language and Culture from Arizona State University, with additional doctoral‐level studies completed in Buenos Aires, Argentina.
Exec. Roundtable
Resilient Together
Closed-Door Executive Roundtable on Healthcare Culture & Leadership
Healthcare workforce challenges cannot be solved through recruitment alone. This private, senior-level roundtable will bring together a select group of healthcare executives for a candid, closed-door discussion on the leadership, culture, and workforce strategies needed to build more resilient organizations.
Roundtable and luncheon / Monday during the conference
Participation is limited
Participants will explore the realities of leading through chaos, addressing burnout and behavioral health challenges, strengthening the employee experience, and using technology and AI to reduce friction rather than add complexity.
This interactive working session will surface practical insights, shared priorities, and emerging best practices that will help inform an industry-facing whitepaper on the future of healthcare culture and leadership.
Participation is limited and by application to ensure a balanced, senior-level discussion among healthcare leaders. Interested executives may apply to be considered for the roundtable.
Sponsorship
This roundtable and resulting whitepaper are also available as a thought leadership sponsorship opportunity. Sponsorship provides an opportunity to support an important executive dialogue and align with the development of industry insights around workforce resilience, culture, and leadership.
Sponsorship
Connect with the Leaders Rebuilding Healthcare’s Workforce
The Healthcare Workforce Leadership Symposium brings together senior healthcare leaders to share practical strategies, emerging solutions, and real-world lessons shaping the future of the workforce.
Why Sponsor?
Connect directly with senior healthcare executives investing in workforce strategy, employee engagement, retention, leadership development, and operational transformation.
Position your organization as a strategic partner while building qualified relationships, strengthening client partnerships, and growing pipeline through executive networking, thought leadership, and post-event amplification.
Strategic Sponsorship Opportunities
Executive Roundtable Partner
Limited to One Sponsor
- Private invite-only executive roundtable curated around your strategic priorities and target market
- Professionally recorded discussion
- Co-branded executive insights report capturing key themes, challenges, and market perspectives
- Post-event digital promotion
- Strategic lead generation opportunity
Premier Workforce Partner
Limited to One Sponsor
- Exclusive hosted networking reception with healthcare leaders, speakers, and attendees (onsite or offsite)
- Featured executive thought leadership session with senior healthcare leaders
- Premium brand visibility across event marketing, onsite signage, and digital promotions
- Prominent tabletop presence in the sponsor showcase
- Three full-access passes for your team and invited clients/prospects
Executive Connection Partner
Limited to Two Sponsors
- Exclusive sponsored luncheon with healthcare executive attendees
- Featured thought leadership session aligned to workforce strategy priorities
- Post-event content amplification through ICD digital and media channels
- Curated networking opportunities with qualified healthcare decision-makers
- Brand recognition across event website, marketing campaigns, and onsite materials
- Tabletop presence in the sponsor showcase
Strategic Insights Partner
- Featured thought leadership session positioned within the main conference program
- Exclusive sponsored networking break designed for direct engagement with healthcare leaders
- Strategic brand visibility across event marketing, website, and onsite materials
- Tabletop presence in the sponsor showcase
- Two full-access passes for your team and invited clients/prospects
Registration Experience Partner
Limited to One Sponsor
- Exclusive branding at the registration desk and attendee check-in experience
- Sponsor-branded lanyards distributed to all attendees
- Prominent logo placement on event signage, website, and attendee communications
- Direct visibility during the highest traffic touchpoint of the conference
- Two full-access passes for your team
Innovation Partner
- Tabletop in sponsor showcase
- Logo recognition on website
- Two full-access passes
- Social Media Toolkit
- Attendee Discount Code
Get More Information
Pricing
Pricing
Transformation happens faster when teams learn together.
Bring Your Team & Save
Register three or more delegates from the same organization at the same time and receive 15% off each registration.
This is an ideal opportunity to align leadership, clinical, operational, and patient experience teams around shared strategies and actionable takeaways.
Planning to bring a larger group? We’re happy to create a customized package to support your team’s participation. Please contact us at info@icdevents.com to discuss preferred pricing and coordination support.
Cancellation & Substitution Policy
We understand that schedules shift and unexpected circumstances arise. If you are unable to attend, please notify us in writing as soon as possible.
Cancellations received on or before August 28, 2026 will receive a full refund, less a $200 administrative fee. Cancellations received between August 28 and September 28, 2026 will receive a credit voucher for the full paid amount, valid for any future ICD conference within 12 months.
Because of contractual commitments and advance planning, we are unable to offer refunds or credits for cancellations received on or after September 28, 2026.
If you are unable to attend, you are welcome to send a colleague in your place at no additional cost. Substitutions may be made at any time. Our goal is to support your participation in a way that feels fair while honoring the commitments required to bring this community together.
Program content and speakers are subject to change.
Stay & Explore
Accomodations
Hilton Garden Inn New York/Midtown Park Ave
45 East 33rd Street, New York, New York
Discounted rate: $329 – Book by 9/25/26
About five blocks from the conference site, the hotel sits near the Empire State Building and the shops of Fifth Avenue. New York attractions like Broadway, Macy’s, and Madison Square Garden are also within a few blocks.
Conference Venue
Conference Center at NYU Langone
550 First Avenue New York, NY
The NYU Langone Conference Center offers a premier setting for healthcare events, combining modern design with state-of-the-art technology in the heart of Manhattan. Located within one of the nation’s top academic medical centers, the venue fosters meaningful dialogue and collaboration among healthcare leaders, educators, and clinicians. From flexible seminar rooms like the Smilow Seminar Room—equipped with HD projection and tiered seating—to rooftop gathering spaces with views of the East River, the center balances functionality with inspiration. Its location within a world-renowned research and clinical campus reinforces every event with a sense of purpose, innovation, and connection to real-world impact.
Partners
©2025 International Conference Development, LLC. All rights reserved. ICD is an independent, purpose-driven producer of national events and symposia. All conference programs, speakers, and schedules are subject to change without notice. For sponsorship or speaking opportunities, please contact info@icdevents.com. View our Privacy Policy.