The role of chief medical officer has changed greatly over the years as healthcare needs have developed and changed alongside the business behind medicine.
Jason Golbin, DO, executive vice president and CMO of Long Island, N.Y.-based Catholic Health, joined Becker’s to discuss how the role has changed and what misconceptions may persist.
Editor’s note: Responses have been lightly edited for clarity and length:
Question: How has the role of CMO changed over the last five years?
Dr. Jason Golbin: I believe the role of the chief medical officer has evolved beyond tactical problem-solving to taking on greater responsibility for strategic leadership. The CMO, at least at Catholic Health, is an integral member of corporate leadership, especially as we work to expand our physician network and create more and more multispecialty outpatient sites. So I posit a business degree is as necessary as a medical degree for today’s CMO. We need to be able to speak fluently in two languages: clinical and financial. The CMO needs to ensure a winning balance of clinical excellence, operational efficiency and strategic alignment.
For me, the never-ending focus is on quality, patient safety and the principles of high reliability. Most every discussion I engage in is grounded in clinical compassion and empathy for the patient, and thus focused on driving quality, safety and the patient experience. That’s the CMO’s most strategic endeavor.
Q: What is the biggest misconception about CMOs?
JG: The biggest misconception about chief medical officers is that they are primarily administrators who no longer practice medicine or influence patient care directly. That’s a fallacy, because while many CMOs may reduce or step away from clinical practice, their role is deeply rooted in clinical leadership. They are responsible for ensuring that the care delivered across the entire health system is safe, patient-centered, high-quality, evidence-based, and at the same time fully aligned with strategic goals.
