Jan. 1, 2025 is fast approaching, and these leaders are setting their goals for next year.
The 29 leaders featured in this article are speaking at Becker's 22nd Annual Spine, Orthopedic and Pain Management-Driven ASC + The Future of Spine Conference, set for June 18 to 21, 2025 at the Swissotel Chicago.
If you would like to join the event as a speaker, please contact Rosie Talaga at rtalaga@beckershealthcare.com.
As part of an ongoing series, Becker's is connecting with healthcare leaders who will speak at the event to get their insight on thought-provoking questions within the industry. The following are answers from event speakers, lightly edited for clarity.
Question: What is your number one priority for 2025?
Adam J. Bruggeman, MD. CEO and surgeon at Texas Spine Care Center (Shavano Park): My number one priority continues to be fighting for fair reimbursement for physicians, physician assistants, nurse practitioners, physical therapists and social workers who bill under the physician fee schedule and have seen declining pay despite rapidly escalating costs.
Michael C. Boblitz. CEO at Tallahassee Orthopedic Clinic: The TOC Spine and Joint Replacement Surgery Center opens Jan. 28. The purpose of this new center is to respond to the growing frustrations within the employer community around unsustainable increases in healthcare costs while also serving as a relief valve for regional hospitals being overrun by higher acuity patients. The new center will be one of the only in the entire U.S. that offers the complete range of robotic solutions that includes the MAKO, ROSA and O Arm Spine Navigation systems as that is becoming the standard of care.
In addition, the center replicates a traditional hospital by offering private patient rooms and private bathrooms for the patients requiring an extended stay — also one of the only such centers in the U.S. Better experience and better outcomes via specialization and millions of dollars in lower costs equals massive value creation for our community that spans across north Florida and south Georgia.
EJ Ledesma. CEO at 360 Orthopedics (Sarasota, Fla.): Our organization has three locations in key markets with strong growth projections and payer diversification. We are focusing on placing anchor providers at each location with the intention of maintaining community relationships and alignment with market demands, short-term and long-term. For example, specific joint replacement, sports medicine and pain management providers will practice exclusively at an assigned location. We have grown enough over the years that we are fortunate to have physicians to not be at multiple locations resulting in improved access and stability.
Ken Rich, MD. President at Raleigh (N.C.) Neurosurgical Clinic: I believe our number one priority will be to establish a secure and sustainable relationship with anesthesia at our center. Having gone to a number of Becker's meetings, I hear that is one of the biggest problems ASCs are facing.
Brian Gantwerker, MD. Spine surgeon and neurosurgeon at The Craniospinal Center of Los Angeles: My top priority is to keep my work-life balance. It is very important to me that my family not suffer the slings and arrows of business success. In the end, no one cares if you did 300 cases a year. Being the busiest surgeon does not equate to being the happiest.
Brett Shore, MD. Orthopedic surgeon at DISC Sports & Spine Center (Newport Beach, Calif.): My number one priority in 2025 is to continue to build my brand as a comprehensive hip specialist. I plan to increase my social media presence on multiple platforms, and to make better use of video to educate and engage future patients.
Leslie Jebson, MHA, MBA, FACHE, FACMPE. Administrator for orthopedics sports medicine at Prisma Health (Greenville, S.C.): We are fortunate to have an incredibly robust comprehensive spine program that already serves the majority of the state. As South Carolina’s largest spine program, our top priority remains keeping pace with our continued growth trajectory. As such, we have recruited more spine surgeons for our core markets and are continuing to add non-operative physicians to further compliment our therapeutic, interventional and surgical options for spine care. Acclimating and onboarding our new physicians and ensuring they have the adequate infrastructure and resources out of the gate is our number one priority.
John Brown. Administrative director for the Musculoskeletal Institute at AdventHealth (Fort Worth): Adequate anesthesia staffing and creating a three-year anesthesia staffing plan with our anesthesia providers that matches our planned growth through 2027.
Arti Prasad, MD, FACP, ABIM, ABOIM, CPDC, CPE. Chief strategic development officer and director of ECHO Minnesota at Hennepin Healthcare as well as medicine professor at the University of Minnesota (Minneapolis): My number one priority in 2025 will be to develop a strategic plan for a new institute on integrative health and health equity.
Jami Osterlund, MSN, CNOR, CSSM, CAIP. Nurse manager OR and pain management at Kelsey- Seybold Main Campus ASC (Pearland, Texas): Our number one priority going into 2025 is the successful opening of our newest ASC, Kelsey-Seybold Fort Bend campus. We project doing our initial cases in January for survey. This campus gives the organization the opportunity to better serve our customers and physicians in the Fort Bend area.
Adamina G. Podraza, MD, FAAP, FASA. Anesthesiologist at Anesthesia Consultants of Morris as well as medical director at Deerpath Ambulatory Surgical Center (Ill.): My top priority for my ASC entering 2025 is to ensure long-term growth while maintaining high-quality, patient-centered care. This requires retaining well-trained staff to sustain operational efficiency while also optimizing resource utilization and managing contracts effectively to navigate rising costs.
Daniel Goldberg. Senior vice president of sales and growth at United Musculoskeletal Partners (Atlanta): From the marketing side, our number one priority will be increasing access to care by creating a more seamless patient experience and offering same day and next day appointments. We know that as has technology evolved, patients are looking for a simple way to schedule an appointment at a time and location that is convenient for them without having to spend long periods of time on hold or waiting for callbacks. Almost every other industry has adopted technologies to make scheduling easier, but healthcare has traditionally lagged behind. Throughout 2025, UMP will be rolling out innovative digital tools to ensure that accessing high quality MSK care is simpler, more convenient and allows patients to schedule an appointment 24/7.
Tricia Wollam, CASC. Clinical administrator at Alliance Surgery Center (Traverse City, Mich.): Looking into 2025 my primary focus is investigating opportunities to decrease our annual spend on anesthesia services. This past year has seen a significant increase which has had a big impact on my budget. I will be looking at creative ways to continue to offer the highest quality care for our patients but in more cost effective ways.
Talha S. Cheema, MHA, BS. Business operations manager for the Marcus Neuroscience Institute at Baptist Health South Florida (Boca Raton): My top priority for 2025 is to enhance financial responsibility as a foundation for integrating advanced technologies, including AI, into our institute. This approach is vital for the neuroscience industry where continuous investment in cutting-edge technology is essential to remain at the forefront of innovation. By improving our ability to track and analyze financial performance, we can strategically and fiscally invest in state-of-the-art equipment and AI-driven solutions that enhance efficiency and elevate patient care. A balanced focus on financial stewardship and technological advancement ensures we can sustainably adopt innovations, streamline operations and deliver exceptional outcomes while setting an example for responsible progress across the field.
Jeff Lehmen, MD. Spine surgeon at SSM Health Spine Surgery Center (Jefferson City, Mo.): My priority will be to try open access to as many patients as I can. With an increase in workloads for spine surgeons, clinic time is diminished. I believe all patients should have access to top spine surgeons regardless of their demographic or payment method (i.e. PHI, Medicaid, self-pay or third party liability). Depending on the patient's situation, many doctors won’t see them due to restrictions, and I would like to strive to change that.
Connie Wilson, RN. Director for patient care services and nurse executive administration at Shriners Children's Hospital Lexington (Ky.): As I look ahead to 2025, my number one priority will be focused on advancing the integration of technology and data-driven decision-making in spine care. This includes harnessing the power of AI and machine learning to improve clinical outcomes, streamline surgical processes and enhance patient satisfaction.
Another key priority will be improving the patient experience through enhanced communication tools and better access to care. In the coming year, we will focus on improving pre- and post-operative care coordination and creating seamless, patient-centered care models that use telemedicine, remote monitoring and digital platforms to engage patients throughout their surgical journey.
Thomas Schuler, MD, FACS. Spine surgeon and founder at Virginia Spine Institute: Improving spinal healthcare by expanding the National Spine Health Foundations reach to all through continued growth of our digital platforms and world class experts is my 2025 top priority.
Bethwel Raore, MD. Neurosurgeon at Apex Spine & Neurosurgery (Suwanee, Ga.): To figure out how to best position our practice with the new changes that the new administration at HHS, CMS and FDA will bring.
Isador Lieberman, MD. Orthopedic surgeon at (Plano) Texas Back Institute: My number one priority is to stay focused to optimize patient care to the best of my ability despite all the obstacles we collectively have to deal with.
Graham Young. Senior vice president for business development at U.S. Orthopaedic Partners (Alpharetta, Ga.): As we enter 2025, our focus is to maintain USOP's position as the leading orthopedic MSO in the industry. My top priority will be driving growth through strategic M&A — partnering with practices that share our commitment to exceptional patient care — and strengthening collaboration across our existing network. Our leadership team is dedicated to refining the infrastructure that supports our clinics while increasing patient access, expanding ancillary services and developing ASCs to provide a more efficient, effective care setting that benefits both physicians and patients. We believe our approach represents the future of orthopedic practice — an innovative, integrated platform for world-class providers to deliver elite-level care.
Mahoua Ray, MD. Medical director at (Overland Park) Kansas Pain Management: Number one priority in 2025 is to avoid prior authorization denials.
Caleb Ashmore, PT, DPT, OCS, FAAOMPT, CLSSYB. Orthopedic rehabilitation services supervisor at Harris Health System (Bellaire, Texas): My number one priority for 2025 is to improve my ability to coach my team as well as other colleagues in our hospital system at Harris Health. In addition to my EMBA program, I am enrolling in a three-month coaching skills certification course, which is a deep dive into the skills and practice of coaching and how it can be performed in the most influential manner possible in a healthcare setting. Following this certification, I plan on doing another long course to become a Certified Internal Coach for other leaders within our health system. By helping to guide other colleagues in times of need, you can make sure that better decisions are ultimately made. This can be incredibly impactful if you can help to steer people toward making decisions that are in the best interest of the organization, which saves unnecessary work from being performed (and time and money in the process).
Wesley Battiste. Founder and CEO at Destin Surgery Center and Destin Anesthesia (Fla.): My number one priority in my existing ASC, and the many I am fortunate to advise, is always the most impactful metric as an operator: VOLUME! Cases are good! As a means of driving volume, my centers will seek new service lines, higher acuity cases, recruitment of new physician equity partners and assure maximum OR utilization. Additionally, a factor in volume growth often overlooked in corporate action plans is a renewed focus on patient experience. As we authentically pursue the safest, and best possible patient experience. the indirect benefit to our physicians and their practice along with the resulting affirmative community reputation of our center positively impacts volume.
Rachel Bratescu, MD. Spine surgeon and assistant professor at George Washington University Hospital (Washington, D.C.): My number one priority entering 2025 will be to provide my patients with the most innovative and least invasive surgical techniques that are appropriate for their unique spinal pathology. With specialization in minimally invasive techniques for decompressions and a variety of spinal fusions, I aim to minimize pain and enhance recovery for all of my patients regardless of the magnitude of surgery required. Additionally, in the upcoming year I will be working to incorporate endoscopic techniques in my practice in particular for lumbar decompressions and discectomies.
Daryl Osbahr, MD, FAAOS. Managing partner and chief of orthopaedic surgery at Rothman Orthopaedics Florida as well as chairman and executive medical director at AdventHealth Orthopedic Institute (Orlando): From my perspective, the top priority in 2025 is sustainable growth. In Florida, a state with unique demographics driving exceptional demand for musculoskeletal services, the incentive to grow quickly is clear. However, growing in a way that best serves our communities over the long term is essential. Rothman Orthopaedics Florida and AdventHealth are committed to expanding in 2025 and beyond by recruiting new physicians and opening new locations. Our focus is on attracting physicians who align with our practice culture, are dedicated to sub-specialty musculoskeletal care and are inspired to join our vision of transforming orthopedics. This approach ensures that the impact of our growth will be felt long after 2025. By growing with the right people and partners, we can continue to meet the needs of Florida’s communities and deliver exceptional care for years to come.
Jason M. Raidbard, MPA, FACMPE. Executive administrator for the ophthalmology and visual sciences department at UChicago Medicine and Biological Sciences: Enhancing staff and patient engagement while fostering wellness for both will be a top priority in 2025. By addressing burnout, creating supportive work environments and leveraging technology to streamline workflows, we can empower our teams to thrive. When healthcare professionals feel supported and valued, they are better equipped to provide compassionate, high-quality care — ultimately leading to improved outcomes and stronger connections with patients.
Zeeshan Tayeb, MD. Owner and medical director at Pain Specialists of Cincinnati: Ongoing advancement is my number one priority in 2025. Advancing not only my practice through diverse opportunities, but advancing my knowledge within my field and those that collaborate with me. I will work to further advance myself by lending time to the things in my life that keep me moving in the direction of prosperity. As a person that is depended upon, I find it important to advance our personal growth so that we can achieve our goals and maintain focus on our priorities in 2025.
Lee Fleisher, MD, ML. Attending anesthesiologist at the Hospital of the University of Pennsylvania (Philadelphia): My top priorities for 2025 are focused on the policy areas of appropriate regulation and reimbursement of AI and digital tools into care delivery. This is based upon my recent experience as the CMO and director of CMS and my continued work with the BiPartisan Policy Center and the Duke Margolis Institute for Health Policy. As the digital landscape of healthcare delivery continues to rapidly advance, it will be imperative for regulatory agencies, such as CMS, the FDA and others, to establish greater clarity around how evidence of clinical utility is collected and evaluated for these novel technologies. It will also be critical that benefit categories and reimbursement criteria are created to provide appropriate pathways for reimbursement. Especially through coverage vehicles like the Transitional Coverage for Emerging Technologies and Coverage with Evidence Development, I believe that CMS can be well-positioned to establish strong guidelines for the reimbursement of AI and other digital health tools so that the industry can continue to innovate and evolve for the betterment of patient care.
Andrew H. Lovewell, MHA, MSHI, FACHE. CEO at Columbia (Mo.) Orthopaedic Group: Our number one priority entering 2025 is enhancing our patient experience and operational efficiency to solidify our position as the premier orthopaedic provider in the region. This will involve:
- Investing in advanced technology: Expanding our use of AI-driven scheduling, patient portals and outcome tracking to ensure seamless interactions from referral to recovery.
- Differentiating through outcomes and accessibility: We will emphasize our strengths in specialized care, faster access to appointments and superior surgical outcomes compared to our competitors. We will expand our access through more walk-in services and increased hours of availability.
- ASC Capabilities: With the shift towards outpatient care, we’ll focus on increasing case volume in our ASC while maintaining high patient satisfaction and efficiency.
- Partnering with like-minded providers and organizations: Establishing strategic alliances with independent physicians, urgent care centers and other like-minded organizations that share our patient-first philosophy to enhance continuity of care and expand our referral base.
By prioritizing these areas, we aim to grow market share, deepen patient loyalty and maintain our competitive edge in an evolving healthcare landscape.
Sean Gipson. Division CEO and president at Remedy Surgery Centers (Fort Worth): My number one priority running an ASC in 2025 will be ensuring quality patient care and safety while adapting to the evolving healthcare landscape. Some key areas of focus would include:
- Patient safety and satisfaction: With growing patient expectations and a focus on outcomes, maintaining high standards for patient care, safety protocols and enhancing patient experiences will be paramount. This includes reducing complications, improving recovery times and ensuring effective communication throughout the surgical process.
- Operational efficiency: Maximizing efficiency through the integration of technology, streamlining workflows and optimizing staff utilization will be vital. This includes using EHRs, surgical scheduling software and data analytics to improve the patient flow, reduce wait times and ensure seamless operations.
- Regulatory compliance: Staying up to date with changing regulations and standards specifically in healthcare, such as those from CMS, OSHA and accrediting bodies, will remain a crucial aspect to avoid penalties and ensure quality care.
- Financial sustainability: Managing cost efficiency while maintaining quality is always essential. This involves negotiating with payers, managing supply costs and exploring opportunities for growth through partnerships, service expansions or offering specialized procedures.
- Staff recruitment and retention: In an increasingly competitive healthcare market, attracting and retaining skilled medical staff, including surgeons, nurses, anesthesiologists and support staff, will also be critical for providing exceptional care.
By focusing on these priorities, I can position our surgery centers for success in 2025 and beyond.