Akron Children’s Hospital

Rob McGregor

Dr. McGregor graduated from Penn State University College of Medicine.  A member of Alpha Omega Alpha honor society, and graduate of the Advanced Management Program from Harvard Business School; accomplishments include forming an Amish Medical Ethics Committee, and the Akron Physician Wellness Initiative (APWI) offering barrier free mental health services

As Chief Medical Officer at Akron Children’s Hospital, my journey has spanned over 12 years, and in that time, my role has continually evolved. The healthcare landscape, particularly in pediatrics, demands that we adapt, grow, and sometimes prune responsibilities to ensure we remain effective in our mission. I’ve learned that physician leaders must embrace change and recognize that holding onto old ways can impede progress. “You have to prune to grow”—this has been a guiding principle in my career, one I share with fellow leaders in the industry.

My Journey to Akron Children’s Hospital

My career began in pediatric medicine, where I completed my residency and served as Chief Resident at the University of Pittsburgh Children’s Hospital. It was a challenging and deeply fulfilling role. After a short stint in private practice, I returned to Pittsburgh to work in diagnostic referrals, managing complex pediatric cases and subspecialty assessments. I also ran the resident continuity clinic, aspiring to direct residency programs. This goal led me to Geisinger Medical Center in Pennsylvania, where I gained a deeper understanding of medical economics and healthcare delivery within a single-payer system.

From there, I moved to St. Christopher’s Hospital for Children in Philadelphia, a journey that involved navigating complex organizational changes, from affiliation with Temple University to Drexel University. My role expanded from Residency Director to Interim Chair of the Pediatrics Department, where I began to rethink my career aspirations. I realized that the traditional route to becoming a department chair wasn’t the path for me, especially as hospitals transitioned into more corporate, profit-driven models.

This realization brought me to Akron Children’s Hospital, where I now serve as Chief Medical Officer. Since then, my responsibilities have shifted and grown, ranging from overseeing clinical education and research to innovating workforce models and patient care initiatives.

Major Challenges Facing CMOs in Pediatrics

Pediatric healthcare faces unique challenges, particularly in staffing. There is a shortage of pediatricians and subspecialists, largely due to the limited exposure medical students receive in these areas and the financial burden of student loans, which often leads to career choices in higher-paying specialties. For CMOs in the pediatric sector, this shortage demands that we think creatively about staffing models. One approach I advocate for is team-based care, moving beyond the traditional academic structure and embracing more collaborative and innovative frameworks.

“I realized that the traditional route to becoming a department chair wasn’t the path for me, especially as hospitals transitioned into more corporate, profit-driven models.”

Another significant challenge is ensuring we meet the increasing demands of both patient care and operational efficiency. The pressure to optimize quality care while addressing the complex needs of children requires forward-thinking strategies. CMOs must lead efforts to rethink our healthcare delivery models, ensuring they are both sustainable and patient-focused.

Strategies for Success: Innovation and Collaboration

At Akron Children’s, we’ve had to innovate in response to workforce challenges exacerbated by the COVID-19 pandemic. One successful initiative has been our virtual nursing program, designed to supplement—not replace—bedside care. This initiative has been transformative in improving care delivery without overstretching our workforce. We’ve also begun exploring artificial intelligence (AI) to enhance efficiency in managing electronic medical records (EMRs), a known pain point for physicians.

In addition to workforce innovation, one of our proudest achievements is the mental health support program we launched for our medical staff. Recognizing the burnout and emotional toll the pandemic took on healthcare providers, we established a barrier-free, confidential mental health service. It provides physicians, advanced practice providers (APPs), and trainees with access to non-EMR, concierge-level care. This program has been a resounding success, supporting over 450 healthcare providers since its inception.

Looking Ahead: The Future of the CMO Role

The role of the Chief Medical Officer is continually evolving, and I foresee this trend continuing. As hospital systems expand and the scope of responsibilities grows, CMOs will need to take on more comprehensive roles in managing not just inpatient care, but also the broader ambulatory network, which now makes up 60% of our care delivery at Akron Children’s. This shift requires CMOs to embrace broader strategic and operational oversight, as well as to foster collaboration across specialties and departments to ensure we meet the needs of both patients and healthcare providers.

Moreover, CMOs will need to be deeply involved in developing compensation models and incentive systems that align with team-based care approaches. At Akron Children’s, we have already begun moving in this direction by developing team-based bonus structures to incentivize collaboration and efficiency across the board.

Advice for Future Leaders: Embrace Disruption and Empower People

For those aspiring to leadership roles in healthcare, my advice is simple: Don’t let any crisis go to waste. Every upheaval, whether it be a global pandemic or a system-wide restructuring, presents an opportunity to reimagine and improve your organization. Embrace these moments as catalysts for innovation and growth.

It’s also crucial to empower your teams. Healthcare leaders must focus on the people who make up their organizations. The well-being of your staff—physicians, nurses, trainees—must be a top priority. Addressing burnout, streamlining the demands placed on clinicians, and providing mental health resources are all essential in maintaining a resilient and effective healthcare workforce.

Lastly, my key “don’t” is to avoid getting stuck in the status quo. The healthcare landscape is constantly evolving, and clinging to old methods will only hold you back. Be willing to let go, adapt, and lead your organization into the future with creativity and boldness.

As I reflect on my journey and the challenges and successes along the way, I remain committed to making a lasting impact on the healthcare system. For CMOs and future leaders alike, the path forward requires resilience, innovation, and a steadfast dedication to improving the lives of patients and healthcare providers.