First of all, thank you for the opportunity to speak with you and by extension to speak with your students. I would say that I've gotten to where I am today quite a bit by luck. I'm a pediatric critical care physician by training and by 20 years of practice. And along the way, I took the opportunity to solve problems, most of which were of a clinical nature initially and eventually those morphed into business ventures. And, I became more involved in leadership. And, eventually took on senior leadership roles in the organization. I was at previously the Cleveland Clinic, And that culminated in being asked to be the CEO of Cleveland Clinic, Abu Dhabi. And, I loved what I did. I enjoyed the cultural, cross-cultural work. I enjoyed the nature of turning strategy into action. And, I guess here I am today.

So I'm responsible for all aspects of a 41,000 person 23 hospitals, more like 210 clinics system cares for several million people. And, I try and delegate an enormous amount of authority to the teams that I work with. In the end, I'm responsible for all of it. Safety, equality, patient experience, access in stewardship. That's the way it is when you're the CEO. It all rolls up to you, and there are no excuses. I like that. That's just fine. And I like it because I get to work with incredibly talented people who almost always exceed my wildest expectations. My weekly work hours. How many hours are there in a week? 168. Do you think something like that? I think there's a mythology around work-life balance that I don't ascribe to. I believe in work-life integration. And what I would say is, I work at least a little bit every day. Some days are all work. Some days are almost all play, but, I sort of fit my play in around my work and most importantly my family, but it would be very rare for me to do less than 10 or 12 hours of work a day.

No. I work with all manner of people. My direct reports include Chief Operating Officer, the Chief Financial officer, the Chief Nursing Executive, and Chief Physician Executive, general counsel, Chief Policy Officer, CEO of Select Health, Chief Strategy Officer etcetera. So it's the executive leadership of Intermountain Health Care that I'm that are my direct reports. There's actually a very interesting role that we created here. And it's the Chief Consumer Officer. He's a person who we recruited from Disney, and he has marketing and communication functions. There's also taking us into a digital world, an Amazon platform like world. And what approaches do I find effective and working with them? I try to and make my expectations really clear. Make sure that everyone has the tools they need to do their job. That we have really clear ways of measuring both personal and enterprise progress. And then I get out of their way. And if they need help, I'm always there for them. And I talk with them regularly, often daily. But by the same token, if they need a lot of hand-holding, they're in the wrong job.