Reflections and Projections

Stuart Paxton discusses his career and his new role as chief operating officer

When I started in finance 24 years ago at what was then The Allentown Hospital, it was easy to get to know my colleagues. We shared an office in the basement of the School of Nursing that was so cramped, visitors had to sit atop one of our desks to meet with us. It wasn’t ideal, but it had its benefits. We learned about each other as colleagues and people, and saw the value of pooling our resources to tackle projects and get the best results.

As I grew into different jobs, first as controller, then as a director and a vice president in finance, I had plenty of support. On the way, I was amazed by how innovative and forward-thinking we were becoming. We were investing in financial planning and self-insuring portions of our malpractice and worker’s compensation exposure in the late 1980s and early ‘90s, things that other hospitals hadn’t even considered at the time.

When I moved into operations in 1993, we became innovative in other areas. We began benchmarking our costs to rate our efficiency. I had no experience in operations but had plenty of people around me who helped, and we made some big changes—fully contracting our dining services, finding a new contractor for general services, and working with select vendors for supplies—that helped the hospital raise quality and better control costs.

When we merged with LVH—Muhlenberg in 1997 and I became senior vice president of operations, I was filled with energy. I remember the hospital projected a real family atmosphere—everyone knew each other by name. I feared it might not stay that way, but I learned just the opposite. Everyone at all three hospitals—from valet assistants and housekeepers to physicians and nurses—now project that same family atmosphere, creating a culture of collegiality and respect.

Then came growth, and LVH—Muhlenberg had plenty of it. We added open-heart surgery and expanded our capabilities in neurosurgery and vascular surgery. We opened the Behavioral Health Science Center, the Pediatric Specialty Center, and the Cancer Center. And of course, we opened the new and expanded LVH—Muhlenberg two years ago, with all private patient rooms. Our Readiness Operations Council helped prepare everyone for a successful transition.

Today, the entire network is growing. So too are our challenges. As I move into my new role as LVHHN chief operating officer, I will work closely with the people who have already helped us reach great successes for our patients and our community. People like Elliot J. Sussman, M.D., our president and CEO, Ron Swinfard, M.D., our chief medical officer, Terry Capuano, R.N., our senior vice president of clinical services, Mary Kay Grim, our senior vice president of human resources, Mark Holtz, now senior vice president of operations at LVH—Muhlenberg, and Jim Geiger now senior vice president of operations. You will hear their voices in this space in CheckUp periodically, and, as always, we will benefit from their wisdom and guidance.

We will also rely on you. It’s our job to provide you with the tools, support and backing you need to create quality care for our patients; you supply the expertise, energy and creativity to do it in the best way possible. You make our hospital a national leader and a great place to work, and I thank you.

Stuart Paxton, Chief Operating Officer

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