Main Line Health has experienced significant growth since Jack Lynch joined the Radnor Township, Pa.-based system in 2005 as president and CEO.
Under his leadership, the health system restructured to be a standalone organization separate from Philadelphia-based Jefferson Health System and added Riddle Hospital and Miramont Treatment Center. Main Line Health has also invested more than $1 billion in capital improvement projects — including construction of new patient pavilions at all four acute care hospitals — and has grown its physician network to more than 600 physicians and 300-plus advanced practice providers.
Today, more than 13,000 employees and 2,000 physicians care for patients across Main Line Health, which includes Bryn Mawr Rehab Hospital, Mirmont Treatment Center, outpatient centers, home care services, physician practices, a research institute and other facilities and services.
Mr. Lynch's 20-year tenure will come to an end when he retires June 30.
"It's something that's been planned for with the board for the last three years," he said. "They knew when I signed my last contract that this was the time frame.
"I will be 65 in June. I will have served the role as CEO of Main Line Health for 20 years. And I think it's time for some change. I think it's a good thing for an organization to do. I admire CEOs in the country that have been in those roles longer, but it's a small number of people that serve in that role for 20 years in the same organization."
In conversation with Becker's, Mr. Lynch reflected on his career and offered advice for the next generation of healthcare leaders.
He noted that the pandemic presented the biggest challenge the system has faced over the years and commended his organization's response.
"I'm really proud of how the organization responded," Mr. Lynch said. "We never closed any beds. We were always able to take care of the patients that were coming to us for our care. We never laid any employees off. We sent people home and made them whole if they were in roles that we couldn't use from a remote workforce standpoint."
"We were extremely responsive to the needs of the community with respect to vaccines and care, and that was all carried out with our team. And so when I look back on my 20 years, I think the success we've enjoyed is directly correlated to the dedication and quality of our employees, our medical staff, our leadership team and the commitment of the board to be here to improve the health status of the community."
He also noted Main Line Health's separation from Jefferson Health System, which was originally a partnership between Thomas Jefferson University Hospitals and Main Line Health. In 2014, Jefferson Health System was dissolved, and Thomas Jefferson University Hospitals rebranded as what is now Jefferson Health.
Mr. Lynch said the transition from being part of a larger system to a fully independent system with its own board was considered high risk at the time, but it has resulted in strong clinical programs, academic initiatives and research efforts. He also cited the strategic move of changing Main Line Health's pediatric affiliation from Nemours Children's Health, which operates in Delaware and Florida, to Children's Hospital of Philadelphia.
"We weren't dissatisfied with Nemours; we just saw the opportunity to take it to another level with CHOP," he said. "It's been well received by the community, it's been good for CHOP, and it's been good for Main Line Health. That's another thing I'm very, very proud of."
Another accomplishment he is proud of is educating people about equity and the importance of eliminating disparities in care, and the Main Line Health board's commitment to that work. For example, Mr. Lynch created Main Line Health's annual Healthcare Disparities Colloquium.
"We've got a long way to go as a field, but Main Line Health is proud to be a leader in that work and ask tough questions," he said. "We get comfortable with being uncomfortable with the goal of ensuring that everybody we encounter receives the level of care that they would expect and that they deserve."
The traits he sees as crucial for any healthcare leader are passion and integrity. Mr. Lynch said leaders should also inspire others and be trustworthy.
"A leader is only as great as the people they're leading," he said. "And I may be a great leader, but if I don't have people following me, that's a problem. I think this old saying of 'A players hire A players; B players hire C players.' My team is stronger than I am, and collectively, we do better as a group than we would do if I was the only strong person on the team.
"We've increased the capabilities and the competencies of our board. They are very much looking out for the interests of the community, as they are the stewards of the resources for our leadership team. We've lost some really significant talent over the years through retirements, and we've replaced them with equally capable or even stronger talent. Leaders shouldn't want 'yes' people working for them. We should want people that will challenge them to do better and to always strive to improve."
His advice for the next generation of leaders: "Be passionate. Don't lose faith. Work hard and understand why you're there. I remind myself every morning that I'm here for the community. I'm here for our employees; I'm here for our medical staff; I'm here for our volunteers; and I'm not here for me. It's not about me, it's not about the leadership team. It's about what we can do to improve the health status of the community. Unfortunately, I think we see some leaders in this country that lose sight of that, and I think as young leaders evolve into their roles.
"There are long hours. It's hard work, but it's incredibly rewarding to know that you're impacting people's lives every day."