Q & A: William Wertheim

William Wertheim, MD, MBA, recently named Executive Vice President of Stony Brook Medicine (SBM), shares his excitement for the future and his vision for our academic health center.

Tell us about your new role.

It is both inspiring and incredibly humbling to lead Stony Brook Medicine, knowing my own journey over my time here.  Walking through the familiar halls, seeing colleagues I’ve worked with for years, and reflecting on how much we’ve accomplished together is remarkably gratifying. At the same time, I am so impressed with the people who have come to Stony Brook Medicine over the years, drawn by our achievements and our potential, who bring fresh ideas and perspectives. Hearing their perspective about Stony Brook Medicine drives me to contemplate new ways of doing things.

What looks different is the broader lens I now have. Every decision we make must account not just for the immediate needs but also for how we manage ourselves as one health system; how we grow sustainably, innovate, and coordinate care and education opportunities across multiple sites. I see new opportunities for integrating services, optimizing operations and leveraging digital technologies. We also must continue to strive to incorporate the missions of research and education into the care of patients, to ensure that our patients now and for years to come receive the highest quality care. 

It’s exciting to guide the organization amidst these evolving forces, balancing traditional strengths with transformation, and ensuring that Stony Brook Medicine remains at the forefront of healthcare delivery and education.

What are some of healthcare’s biggest challenges?

A significant challenge in healthcare today is ensuring and improving access to timely, high-quality care for all patients, especially as we face a growing senior population and national healthcare workforce shortages. 

At Stony Brook Medicine, we are tackling these challenges from multiple angles.

Recruitment and retention of healthcare professionals is a significant challenge across the country, especially as we see increasing demand for both primary and specialized care. In response, we’ve focused on flexibility that can attract and support top talent. We offer clinicians, for example, a range of settings, from traditional academic through a private-practice model. Our push towards larger multispecialty offices offers the opportunity for a sense of collegiality while remaining focused on our communities.

We are expanding access to care through both taking a fresh look at traditional in-person care, and virtual health initiatives, which reduce barriers like travel and wait times and improving continuity of care.

Programs like the Center for Interprofessional Innovation (CIPI) provide health sciences students with opportunities to learn how to work together effectively across disciplines.  Traditionally our education system did not focus on interprofessional work, but the demands of 21st century healthcare require new ways of teaching our students. This model allows for a broader distribution of care responsibilities, maximizing the efficiency and reach of the healthcare system.

We must find ways to care for a rapidly expanding elderly population. Research at our Center for Healthy Aging is developing practical solutions that help maintain a sense of familiarity, connection, and emotional well-being for older adults.

What have been your main priorities since taking on the role of Executive VP at Stony Brook Medicine?

Since stepping into the role of Executive Vice President at Stony Brook Medicine, my primary focus has been fostering greater unity across all parts of our health system. Leaders in my position for many years have worked toward the goal of operating as one integrated system — a vision I am committed to bringing to life. 

A significant part of achieving this integration involves strengthening our governance structures. We’ve established governance committees that bring together leadership across different domains, which is a crucial step toward breaking down silos and enabling smoother decision-making processes — ultimately benefitting our patients, staff and community.

Increased collaboration with Stony Brook’s West Campus remains a key priority as well. I look forward to co-chairing the new faculty task force with Brenda Anderson, professor of integrative neuroscience, announced by Interim President McCormick at his recent State of the University, and exploring avenues to deepen initiatives and collaboration across both campuses.

You and your wife recently gave to RSOM to help medical students. Why was that important to you?

My wife and I married during medical school, so both of us have a keen sense of what medical debt means to early-career physicians. We both care deeply about the practice of medicine. Supporting the next generation of physicians is a cause close to our hearts. 

Medical student debt is a significant challenge across the country, and it discourages many talented individuals from pursuing careers in medicine — especially those from diverse or traditionally marginalized backgrounds. You may be surprised to discover that despite being a state school, many of our graduates leave with substantial debt, placing them in the upper quartile nationally.

Part of the challenge we face is that RSOM is relatively young. We’ve only been around for 50 years, which means we haven’t had the same amount of time to build the type of endowment and alumni network that older medical schools benefit from — especially since in our earlier years, debt was not as large a concern as it has become.

By helping reduce the financial burden for our students, we hope to empower future physicians to focus on their education and choose specialties that resonate with their personal and professional goals—without the overwhelming weight of debt dictating their choices. We hope to open careers in medicine to people who may lack role models to help them understand how to manage large debt, by eliminating that concern.

You’re known for your love of baking, and particularly sourdough bread. What got you interested in baking, and why sourdough? Any parallels between baking and leading a large health system?

Baking has always been a hobby that grounds me. There is a sense of connection I get baking, knowing I am carrying on a practice which people have been doing for thousands of years. I was drawn to sourdough specifically because it’s both an art and a science. It demands patience, precision, and a deep understanding of natural processes, but a sense of flexibility and being able to self-correct. Additionally, one needs patience when baking, especially sourdough. These are all qualities that resonate with me as a leader in healthcare.

Sourdough involves cultivating a starter over time, which requires care and consistency. In many ways, it mirrors the principles of running a large health system. Just like nurturing a starter, leading an organization is about building strong foundations and tending to them daily. Both require an ability to adapt — whether adjusting to environmental factors in baking or evolving with the healthcare landscape. And much like the satisfaction of pulling a well-risen loaf out of the oven, seeing the positive impact of our work is incredibly fulfilling.

 (Check out these videos on Instagram from Dr. Wertheim on baking: https://www.instagram.com/p/C_3r_ibSoKQ/ and https://www.instagram.com/p/DAGtS25P3DB/)

You’ve worked at Stony Brook Medicine for more than 28 years and now lead the health system. Looking back, what advice would you give your younger self, and what have you learned along the way?

When I reflect on my career, the advice I would give my younger self is to embrace the importance of collaboration, compassion and active listening early on — not just with patients but also with colleagues and the broader community. Early in my career, I saw healthcare through a narrow lens, focusing primarily on the individual patient in front of me. Over time, I realized that healthcare encompasses not only addressing the immediate need of an individual, but also understanding the complex communities people come from and the social, economic, and emotional factors that impact their health.

Compassion is like good leadership — both require us to hear what is being said and, as importantly, what is left unsaid. Patients, families, and colleagues each have valuable insights if we take the time to understand their perspectives. This lesson shaped how I make decisions today. Collaboration is essential, and teamwork and communication are the foundation of progress.

How would you describe the culture at Stony Brook Medicine?  

Our success hinges upon the success of our workforce and creating a supportive work environment is a critical part of our strategy. Our culture is deeply rooted in the iCARE values—Integrity, Compassion, Accountability, Respect, and Excellence. These values are not just words but are actively lived out every day across all levels of our organization. They serve as the foundation for how we interact with our patients, their families and each other.

Initiatives like Red Sneaker Rounds, where leadership teams visit various departments to listen to staff, break down barriers, encourage feedback, and ensure that voices from every level of the organization are heard. 

Regular forums, such as team huddles, all staff town halls and strategy sessions, promote alignment and ensure we are all pulling in the same direction.

What initiatives or projects are you most excited about for the next year?

I’m excited about several key initiatives we’ll be pursuing in the coming year, each aligning with our strategic priorities. First, we’re refining our strategic plan to make it more actionable and measurable, ensuring long-term sustainability for Stony Brook Medicine.

Expanding our “front door” to care — through telehealth and other digital initiatives, as well as innovative in-person care is a significant area of focus. We are committed to meeting patients where they are — whether through virtual or in their communities, we want to remove barriers to access and people getting the right care.

We’re also working to build sustained partnerships with community organizations to address health disparities and improve public health outcomes across Long Island. Strong, strategic collaborations with these partners allow us to promote wellness and provide more targeted, accessible services for underserved communities.

Lastly, I’m particularly energized by our focus on functioning as one system, continuing to break down silos within our organization and optimizing internal operations. By unifying our efforts, we can create a more seamless patient and staff experience.