Q&A With Justin Kuprevich, MHA, FACHE

Introduction

Currently serving as the Regional Administrator of Executive Operations and Strategic Projects for Trinity Health Mid Atlantic-North, Justin Kuprevich has spent the last 12 years in healthcare with roles ranging from front line clinical support to department leadership and execution of regional expansion. Holding a Master of Healthcare Administration from George Washington University and having recently earned Fellow status with the American College of Healthcare Executives, Justin believes in a hands-on approach to the management of projects, programs and strategies and keeps the partnership of patient care and fiscal stewardship at the forefront of plans and decisions.

Q&A

1. You focused on health policy and human resources during your undergraduate years in Penn State. What were your goals during this time?

a. I entered college as a business major, with the primary goal of finding an aspect of business that was both interesting and sustainable career-wise. I was fortunate to work with several faculty members during my time at Penn State Abington that really drove home the connection between people and an organization, and the interdependence between the mission of a business and the people who give and receive services to and from that business. Healthcare is a highly people-centric industry, so the connection to human elements of both the workforce and the patient base are critical.

2. What aspects of the introductory healthcare courses at Penn State intrigued you?

a. Healthcare combines the history and skills from business, finance, medicine, science, and education and applies it to the broadest audience – all people. Finding one industry that truly interacts with all others was fascinating to me.

3. What is some advice you would give those trying to enter this field?

a. Take time to figure out what you like, what you're good at, and what there is a need for. When these line up, you’ve found a sweet spot. Don’t be afraid to try different departments, specialties, or types of organization until you find your sweet spot.

4. What did you realize was what “you like, what you're good at, and what there is a need for?

a. Many of my roles in healthcare have had a recurring need for problem solving.

Sometimes the problem was brand new, sometimes the problem already had a

proposed solution and just needed a person or team to shepherd it to completion, and sometimes the exact problem wasn’t completely clear yet. But in all the cases there was a real need for someone to jump in and execute a solution, and that turned out to be something I really enjoyed. At times the enjoyment comes from the novelty of solving something new or different, and sometimes the reward is seeing a well-planed project come to fruition. This problem-solving work brought, and still brings, a sense of accomplishment and constant variety that keeps me learning and growing.

5. How did you break into consulting?

a. Consulting has an inherent problem-solving focus, so I’d been intrigued by the field prior to starting my graduate program. The George Washington MHA program had a few classes and some wonderful faculty who had spent time in healthcare consulting, so I was able to build some formal education to pair with my existing work experience. During my second year at GW, I interned with ECG Management Consultants, where I was able to learn and shadow while getting very hands-on with client projects. The firm and the teams I worked with made for a truly spectacular experience, and provided valuable skills and lessons that I still use today, in a very condensed timeframe due to the fast pace and working with multiple clients simultaneously.

6. What inspired you to return to industry after your consulting stint?

a. A former colleague and mentor offered me an opportunity to design and build a Telehealth program for a region of Jefferson Health. The position was open- ended to say the least, and I didn’t want to pass up the chance to create and work on something so unique and exciting. That role turned out to be one of my best career decisions and forced a lot of growth very quickly.

7. If you could note one flaw that you constantly notice amongst strategic directors, what would that flaw be?

I think there is often the conception or belief that when you call something “strategic”, it needs to be big and shiny. Strategies are unique and personal, and sometimes the right strategy can be finding a niche or committing to a narrower scope for the organization.

8. Is there an aspect of your managing style that you held early on but decided to change over time?

a. My style changes have been largely rooted in growth; healthcare is a very fluid industry and to remain relevant and engaged, we will inherently grow with our surroundings. I’ve grown to better understand the need for a wider repertoire of skills and approaches to people, projects and the unexpected. Conversely, one aspect that hasn’t changed is my belief that it’s important to stay connected to the front-line staff and daily operations that truly keep the organization running. The concept of “Management by Walking Around” is a personal favorite of mine, and an idea that I can’t speak of highly enough. Few other tactics allow for such honest, unfiltered dialogue and learning as putting leaders in front of staff in their natural habitats.

9. What is your response when your higher ups want something done, which you know your direct reports would not agree with?

a. “Be transparent with both. Often there is a middle ground.” There are very few, if any, arbitrary decisions, so sharing the “why” or the “otherwise” facilitates learning and opens up opportunities to compromise.

10. Is there anything we have not discussed that you would like the public to know?

a. “It’s important to continue creating your own path. Healthcare has an immense amount of variety and opportunity, so there’s always an option to find what fulfills you.