Best boss

Leading Houston healthcare executive named one of America's top CEOs

Dr. Peter Pisters, president of MD Anderson, ranks high on the list of top CEOs. Photo courtesy of MD Anderson

Houston-based MD Anderson regularly garners praise for its breakthrough cancer treatments. Now, its leader is garnering attention as one of the country's top CEOs.

Dr. Peter Pisters, who's been president of MD Anderson Cancer Center in Houston since 2017, is among the honorees in Glassdoor's annual Employees' Choice Awards, recognizing the top 100 CEOs of 2019. Pisters ranks 47th on the list, with an impressive 94 percent approval rating from his employees. He appears in the category for large employers.

In a letter sent to faculty and staff after he was named to the position, Pisters wrote that he looked forward to collaborating with his new MD Anderson colleagues on the hospital's "profound purpose" of wiping out cancer.

"My promise to you is we will do so with a strong moral compass and principles of values-based servant leadership," Pisters wrote. "The honor of serving as your president is one that I both respect and am humbled by, and I will spare no effort in working with you to build upon and extend MD Anderson's unparalleled history of success."

Sitting atop the Glassdoor list of CEOs at large employers is Pat Gelsinger, CEO of VMWare. Charles Butt, chairman and CEO of San Antonio-based H-E-B, is in second place, followed by In-N-Out Burger's Lynsi Snyder, T-Mobile's John Legere, and Adobe's Shantanu Narayen.

"Under [Butt's] leadership, the desire to constantly innovate has led to new store concepts, the creation of one of the most successful private label programs in the country, and the commitment to build out state-of-the-art digital products and services to complement H-E-B's world-class stores," the company says in a release about the Glassdoor recognition.

The remaining Texans on the Glassdoor list are all from the Dallas area: Gary Kelly, chairman and CEO of Dallas-based Southwest Airlines; Peter Strebel, president of Dallas-based Omni Hotels & Resorts; and Steve Barick, chief operating officer of Irving-based Highgate Hotels, all in the category for large employers.

Kelly, who has worked at Southwest for more than 30 years, is the highest ranked CEO in Dallas, landing at No. 35 with an approval rating of 95 percent.

At No. 58 is Strebel, who garnered an approval rating of 94 percent. He's a longtime employee of Omni; in 2018, he was promoted to president.

Barick, the longtime chief operating officer of Irving-based Highgate Hotels, claims the 97th spot with an approval rating of 90 percent.

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This article originally appeared on CultureMap.

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Building Houston

 
 

SurgWise is giving surgical teams the right support for hiring. Photo via Getty Images

A surgeon spends over a decade in school and residency perfecting their medical skills, but that education doesn't usually include human resources training. Yet, when it comes to placing candidates into surgical programs, the hiring responsibilities fell on the shoulders of surgeons.

Aimee Gardner, who has her PhD in organized psychology, saw this inefficiency first hand.

"I worked in a large surgery department in Dallas right out of graduate school and quickly learned how folks are selected into residency and fellowship programs and all the time that goes into it — time spent by physicians reviewing piles and piles of like paper applications and spending lots and lots and of hours interviewing like hundreds of candidates," Gardner tells InnovationMap. "I was just really shocked by the inefficiencies from just a business and workforce perspective."

And things have only gotten worse. There are more applicants hitting the scene every year and they are applying to more hospitals and programs. Future surgeons used to apply for 20 or so programs — now it’s more like 65 on average. According to her research, Gardner says reviewing these applications cost lots of time and money, specifically $100,000 to fill five spots annually just up to the interviewing phase of the process.

Five years ago, Gardner came up with a solution to this “application fever,” as she describes, and all the inefficiencies, and founded SurgWise Consulting, where she serves as president and CEO.

"We help provide assessments to help screen competencies and attributes that people care about," Gardner says. "(Those) are really hard to assess, but really differentiate people who really thrive in training in their careers and people who don't."

Aimee Gardner is the CEO and president of Houston-based SurgWise. Photo via surgwise.com

These are the non-technical skills, like the professionalism, interpersonal skills, and communication. While SurgWise began as a service-oriented consulting company, the company is now ready to tap technology to expand upon its solution. The work started out of Houston Methodist, and SurgWise is still working with surgery teams there. She says they've accumulated tons of data that can be leveraged and streamlined.

"We're now pivoting from a very intimate client approach to a more scalable offering. Every year we assess essentially around 80 percent of all the people applying to be future surgeons — those in pediatric surgery, vascular surgery, and more,” Gardner says. “We’ve used kind of the last five years of data and experiences to create a more scalable, easy-to-integrate, and off-the-shelf solution.”

Gardner says her solution is critical for providing more equity in the hiring process.

“One of our goals was to create more equitable opportunities and platforms to assess folks because many of the traditional tools and processes that most people use in this space have lots of opportunity for bias and a high potential for disadvantaging individuals from underrepresented groups," she says. "For example, letters of recommendation are often a very insider status. If you went to some Ivy League or your parents were in health care and they know someone, you have that step up from a networking and socioeconomic status standpoint."

Personal statements and test scores are also inequitable, because they tend to be better submissions if people have money for coaching.

SurgWise hopes to lower the number of programs future surgeons apply to too to further streamline the process. She hopes to do this through an app and web tool that can matchmake people to the right program.

“Our ultimate goal is to create a platform for applicants to obtain a lot more information about the various places to which they apply to empower them to make more informed decisions, so that they don't have to apply to a hundred places," Gardner says. "We want to essentially create a match-style app that allows them to input some data and tell us 'here's what I'm looking for here are my career goals and any preferences I have.'”

While that tool is down the road, Gardner says SurgWise is full speed ahead toward launching the data-driven hiring platform. The bootstrapped company hopes to raise early venture funding this summer in order to hire and grow its team.

“As we continue to consider this app that I talked about and some of the other opportunities to scale to other specialties we're gonna start looking for a series A funding later this summer.”

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