The finalists for WashingtonExec’s Pinnacle Awards were announced Oct. 8, and we’ll be highlighting some of them until the event takes place virtually Nov. 12.
Next up is Healthcare Industry Executive of the Year finalist Chip Terry, who’s vice president and general manager of ASRC Federal’s Federal Health Division. Here, he talks key achievements, pride in his current organization and career advice.
What key achievements did you have in 2019/2020?
It is important to recognize and note the achievements in terms of customer mission support and business growth are made possible by the incredible team that I have the privilege of leading every day.
From a customer mission support perspective, there are several noteworthy achievements. On the Defense Medical Information Exchange program, we saved the customer over $500,000 annually through an accelerated transition, fast-paced product replacements and comprehensive technical environment clean-up efforts.
Additionally, for the National Cancer Institute, we developed and implemented virtual environment solutions to ensure continuity of operations during the pandemic for roughly 9,000 users across NCI.
Furthermore, as part of our COVID-19 response in support of the Defense Health Agency, the team developed telehealth tools, resources and applications to help military service members cope with the wellness and resiliency challenges posed by the pandemic. On the business side, we’ve been able to achieve exceptional growth and win rate targets.
The efforts of the team doubled the portfolio’s revenue the last 2 years and exceeded every financial goal by more than 30%. I am also proud of the overall win rate for 2020 and 2019 (above 80%). This included strategic wins at NIH and DHA, where we are leading critical transformations and delivering interoperability from across hundreds of Military Treatment Facilities into GENESIS, the Defense Department’s Electronic Health Record.
My leadership has been critical to the growth of ASRC Federal’s health portfolio and my ability to balance contract execution priorities as well as new business has been a major part of this success. I have also set a goal for my team to double the portfolio again over the next five years.
What has made you successful in your current role?
I have served in a variety of senior executive health care leadership positions throughout my 30-year military career, including chief information officer for DHA; CIO for the Air Force Medical Service; vice commander for the Air Force Medical Support Agency; and Air Force Headquarters deputy assistant surgeon general of modernization. This experience has given me a strong understanding of how to inspire and lead teams to achieve mission goals.
I’ve brought my previous government experience and knowledge to my current position, which allows me to share a unique perspective on the customer’s mission, the management of my team and contract delivery. My vision and direction for the federal health business demonstrates my strategic agility and drive toward creating exponential growth and development for the organization as a whole.
Additionally, I follow a simple rule: Select the right opportunities based on the team’s capabilities. I’ve also adopted an inclusive and democratic leadership style, seeking input from my team to make final decisions.
I prioritize my team and their needs to make sure I am doing whatever it takes to help them through challenges — regardless if they are personal or professional. These approaches have been instrumental to the team’s success.
What are you most proud of having been a part of in your current organization?
I am very proud of how my team has managed to pivot and continue to deliver for our customers during the pandemic. Like most companies, we needed to conduct various quick responses in support of our customers and their efforts to navigate the crises.
The performance of my team leads and their swift adaptations to the current mission and leaning forward in support of COVID-19 was another reminder of why I am proud to be part of the ASRC Federal family and to have the team that I do. Their response has been a testament to the agile and supportive organization I work for.
Our Virtual Health team has been actively engaged with leadership and across the enterprise providing direction for scenarios necessitating virtual health visits. The mHealth team coordinated with Defense Health Agency Information Operations to explore ways to leverage mHealth capabilities in direct communication support to stay ahead of COVID-19.
Our Education and Training team quickly revised curriculum and logistics to transform upcoming face-to-face workshops into virtual events, which benefits training now and in sessions to come. Our Clearinghouse team is agile and always ready to meet the needs of our stakeholders and is currently analyzing the needs assessments from clinical communities for feedback, which will shape future engagement.
Additionally, our Operations team is working on various details directly impacting and enabling the Connected Health Branch mission. Plus, our mHealth Clinical Integration team has been hard at work to develop tangible products (such as applications and resiliency tools for physicians and coping aids for staff) to put in the hands of front-line health care providers as well as provide resources for children and families during this unsettling time of COVID-19.
I am proud of the work that we have done and will continue to do, to help our clients achieve mission outcomes.
What’s your best career advice for those who want to follow in your footsteps?
The best advice I can offer is to build relationships over the course of your career. No matter how small or big, having connections and being able to seek out counsel from others, connect with individuals or just open doors of opportunity is essential in any career.
Additionally, I would recommend to trust the process and be patient in your career growth. My 30 years of military experience has played an important role in the success I enjoy today, but if I would have rushed a step or two in developing my skills and abilities, I might not be as sure of myself and able to provide the leadership that is necessary for my position.
Just like the connections you make, any experience is worthwhile and can positively contribute to your career growth.
What are your primary focus areas going forward, and why are those so important to the future of the nation?
Innovation. I know we always say that innovation is key to driving success and development in our country, but it’s more than that. It’s about finding methods and techniques to stay ahead of what’s to come and what we least expect.
COVID-19 forced every industry — especially the health industry — to innovate, pivot and modify accordingly. I want our focus moving forward to be on discovering technological innovations that can assist us if another crisis occurs.
Additionally, I want us to develop operational efficiencies and tactics so that we are better prepared moving forward. Our post-COVID world is going to look completely different. We have started to rely heavily on more sanitary measures and began implementing cautious behavior into our daily routines.
These practices are with us for the long haul, and it’s important that we work as a collective to adjust to the new world in front of us and remain resilient to future demands.