Q: So tell me a little bit about your background and what you were doing prior to joining Emory?

My career spans 15 years in well-being roles across the federal government, health care, and nonprofits, but health care has always been my passion. I find the greatest fulfillment in supporting the well-being of frontline team members—if I can help them thrive, it directly impacts patient outcomes.

I recently relocated to Atlanta from Houston, where I led workforce wellness programming at MD Anderson Cancer Center. Before that, I directed wellness and fitness services at NASA’s Johnson Space Center. Working with astronauts and rocket scientists—holding moon rocks and watching sunrises from mission control—was an extraordinary experience, but it reaffirmed my belief that health care is my true north and where I’m most inspired to lead and innovate.

Q: And what ultimately made you decide to take on this new role?

During my interviews, I was energized by the passion and enthusiasm of each leader I met with. They spoke deeply about the importance of tackling systemic challenges that impact burnout and professional fulfillment. Their alignment of values and commitment to meaningful change reaffirmed my own passion for this role and the incredible opportunity to drive lasting impact.

What really excites me most about this role is that EmWELL’s work goes far beyond individual self-care—it’s about creating systems that make well-being achievable for everyone, at every level. By tackling organizational inefficiencies and aligning efforts across the institution, we have a unique and powerful opportunity to make a lasting impact on both employees and the quality of care they provide. This work is deeply aligned with Emory Healthcare’s mission to improve lives and bring hope to the communities we serve, making it even more meaningful.

Q: What is it that people don’t realize or maybe misunderstand about the work you all are doing?

One common misunderstanding is that well-being initiatives focus primarily on personal resilience or self-care. While those are important, our work goes beyond that to address systemic issues and foster a culture of organizational well-being.

There’s a shift happening in how organizations are approaching well-being, moving beyond a focus on personal resilience and toward a broader emphasis on culture and organizational change. While self-care is essential, telling someone just to practice mindfulness alone is not enough to address the root causes of burnout.

Within the Office of Well-Being, we define well-being as the optimal state of health and fulfillment experienced by people and teams when they feel safe, balanced, respected, supported in their efforts, connected to their communities, satisfied by functioning at their best, and joyful from engaging in meaningful activities. By addressing structural barriers and inefficiencies, we ensure that well-being is not just an individual responsibility but a system-wide priority embedded into how we work, lead, and care for one another.

Q. What role can EmWELL play in a time where health care systems are stretched thin and rates of stress and burnout are high?

EmWELL is transforming how we tackle stress and burnout in healthcare by addressing the systemic barriers that undermine efficiency and well-being. Our "Getting Rid of Stupid Stuff" (GROSS) initiative exemplifies this commitment, helping teams identify and resolve unnecessary tasks that hinder productivity and well-being. GROSS directly supports improved workplace culture and efficiency, boosts employee engagement, and protects against burnout.

We encourage everyone to engage with EmWELL and contribute to this transformative work. Together, we can reimagine healthcare as a space that supports not only exceptional patient care but also the health and fulfillment of those who deliver it. We invite everyone to visit our website and learn more about our work and ways to get involved, or even consider joining one of our committees.