During my time at Joint Commission, I was central to building and executing the enterprise’s sustainability strategy across multiple fronts. First and foremost, I established the foundational governance and strategic plan while also launching key initiatives to weave sustainability into the company culture through broad employee engagement and a designated task force. On a technical level, I directed operational projects to significantly reduce the organization’s carbon footprint and led a comprehensive analysis of its carbon emissions to guide future efforts. A significant focus of my role also extended to industry leadership, where I collaborated with healthcare organizations nationwide to pioneer the Sustainable Healthcare Certification. This work was supported by a culture of passionate individuals, providing me with valuable insight into driving systemic change and embedding sustainability into the strategic priorities of a mission-driven organization.  

My coursework in RUSH University’s CAHME-accredited Health Systems Management program was instrumental in preparing me for the fellowship. The program’s emphasis on systems-thinking was the most critical element, allowing me to see a healthcare organization as an interconnected ecosystem– a perspective essential for embedding sustainability across strategy, culture, and operations. The practical, competency-based curriculum provided direct frameworks from my courses in strategic management, finance, and data analysis, which I used to establish governance structures, make the business case for future projects, and lead our carbon analysis. The rigor of RUSH’s program was vital to teaching me how to think critically and build a comprehensive program from the ground up. Ultimately, RUSH provided not just knowledge, but the practical tools and strategic mindset to successfully integrate new areas of focus into a major organization.  

My current role as Sustainability Manager at Hackensack Meridian Health represents a significant full-circle moment in my career. My time at RUSH University was pivotal, not only because of the coursework, but largely because of my two-year experience working with the Environmental Sustainability Team. There I discovered the powerful link between community health and the environment. This experience not only ignited my passion but also provided a foundational education in the practicalities of running a sustainability program in a health system. This was complemented by my time at Joint Commission, where my involvement with the Sustainable Healthcare Certification gave me a unique perspective on what defines industry-leading sustainability. It is uniquely rewarding to now drive the sustainability strategy for Hackensack Meridian Health, the system that was the first to earn the very certification I helped to shape at Joint Commission. 

My primary career goal is to be a driving force for the future of healthcare sustainability. I aim to be a catalyst for industry-wide change, shaping strategy at the highest level. RUSH University provided the operational blueprint for how to implement change, while my time at Joint Commission ignited my purpose by proving that dedicated effort creates tangible, industry-wide impact. This taught me that the true goal isn’t a final destination or a title, but the commitment to continuous progress. In a field that is constantly evolving, my aspiration is one of perpetual impact—always pushing for what’s next and building a more resilient and responsible future in healthcare and our communities. 

My experience at Joint Commission has been highly engaging and formative. I have had the opportunity to work with a wide variety of leaders, employees, and subject matter experts both at the Central Office in Oakbrook Terrace and across domestic and international settings. A particularly meaningful part of my fellowship has been observing accreditation survey events for both Joint Commission and CAHME. These experiences allowed me to see accreditation in action and understand how surveyors, healthcare organizations, and accrediting bodies collaborate to improve patient safety, quality, and organizational performance. Being present during these surveys exposed me to different care settings and operational challenges and reinforced the critical role accreditation plays in driving continuous improvement across healthcare systems. 

My work at Joint Commission has focused on strengthening operational efficiency, cost awareness, and organizational resilience across both internal operations and external healthcare organizations. I have supported employee engagement efforts by contributing to content integrated into new employee orientation, helping employees better understand how resource optimization and efficient operations align with organizational priorities. I have also conducted utility-focused analyses to identify opportunities for improved efficiency and potential cost savings at the Central Office. In addition, I identified external resources and programs that Joint Commission can take advantage of internally to support these efforts. 

For external healthcare organizations, I created a certification preparation template designed to streamline processes, reduce unnecessary burden, and improve consistency as organizations prepare for certification activities. I am also currently leading a research effort to compile a comprehensive funding opportunity resource across all 50 states, identifying state, local, and utility-based programs that can help healthcare organizations fund projects that optimize resources and support long-term sustainable healthcare. 

My CAHME–accredited program provided a strong foundation in leadership, communication, and operational thinking that has directly supported my work at Joint Commission. The curriculum emphasized systems–level perspectives, data–driven decision making, and collaboration across functions, which have been especially valuable when contributing to projects that involve multiple stakeholders and competing priorities. Through coursework and applied experiences, I gained confidence in analyzing organizational challenges, managing complex initiatives, and communicating effectively with both technical and non-technical audiences. These skills have translated directly into my ability to support operational efficiency efforts, develop practical resources for healthcare organizations, and contribute meaningfully to projects focused on cost awareness, process improvement, and long-term organizational resilience. 

One of the most valuable lessons I have learned through this fellowship is the importance of adaptability and thoughtful problem–solving in healthcare leadership. Working at Joint Commission has strengthened my ability to approach complex challenges with flexibility, balance competing priorities, and collaborate effectively with diverse stakeholders. I have also gained a deeper appreciation for the role of clear communication and relationship building when supporting organizational goals. These experiences have helped me develop a more strategic and systems–focused perspective, which will be essential as I continue to grow as a healthcare leader and contribute to organizations navigating an increasingly complex healthcare environment. 

I was drawn to this Joint Commission fellowship because it operates at the level where standards shape systems. Throughout my graduate training at Rush, I’ve worked on initiatives that improve operational performance while reducing environmental impact. What became clear to me is that durable changes in healthcare often happen through policy, accreditation, and accountability structures. Joint Commission sits at that intersection. Long-term, I hope to lead within health systems in a way that integrates quality, financial stewardship, and sustainability. This fellowship aligns directly with that goal by deepening my understanding of how national standards influence care delivery at scale.  

I hope to strengthen my ability to translate strategy into measurable standards and implementation frameworks. I’m particularly interested in learning how accreditation bodies balance rigor with feasibility across diverse health systems. I also want to further develop my executive communication skills, crafting guidance that is both technically sound and operationally practical. Exposure to survey processes and policy development will help me sharpen my systems-level thinking and better understand how compliance and improvement can work in tandem rather than in tension.  

Success, to me, means leaving with a deeper capacity to influence systems responsibly. That includes building meaningful mentorship relationships and contributing substantively to projects rather than observing from the sidelines. It also includes developing a clearer understanding of how quality, safety, and sustainability standards are operationalized nationally. If I finish the fellowship better equipped to bridge strategy and implementation, and more confident in engaging senior leaders, then I will consider it a success.  

I hope this fellowship sharpens my lens on systems-level leadership. In the long-term, I see myself in executive healthcare leadership, driving operational excellence while advancing environmental and social accountability within health systems. Understanding how accreditation standards are developed and enforced will help shape how I approach governance, compliance, and improvement initiatives throughout my career. Ultimately, I want to help build health systems that are high-performing, equitable, and responsive to both patient needs and broader environmental realities.