Why Medical Equipment Service Belongs on the C-Suite Agenda
A live conversation with the Chief Financial Officer of St. Elizabeth Healthcare on how service decisions shape clinical capacity, patient access, and financial outcomes.
Lori directs financial performance, capital allocation, and enterprise decision-making at St. Elizabeth Healthcare. She brings the CFO view of medical equipment service: which evidence makes a service decision actionable, why service data belongs in capital planning, and how the St. Elizabeth HTM team moved from repair professionals to strategic contributors.
Health systems work to expand access, improve throughput, control operating expense, and get more value from capital already deployed. Medical equipment service sits inside every one of those priorities, because a critical asset creates clinical capacity only when it is available for care. Avoidable downtime removes that capacity quietly, often before anyone asks whether the organization needs another asset, more space, or more labor.
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Capacity Before Capital.Where clinical capacity disappears to downtime, and how leaders quantify that loss before the organization pays to add assets, space, or labor.
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Total Cost, Not Contract Price.Why downtime, repeat failures, emergency parts, workflow disruption, and administrative burden belong in the service economics a CFO reviews.
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HTM at the Leadership Table.How performance data turns technical detail into the capacity, capital, cost, and workforce implications an executive team acts on.
Built for frontline HTM leadership
This session is most valuable if your day-to-day involves any of the following.
What to expect
Everything you need to know before you register.
This was the most practically relevant webinar I’ve attended this year. Jessica didn’t just describe what she did — she showed us exactly why it worked and what we’d need to replicate it.