As the Vice President of Operations and Patient Access for the Physician Organization of Houston Methodist, Tesha is responsible for clinic operations, access strategies, referral management, and ambulatory clinical quality for the Houston Methodist Primary Care and Specialty Physician Groups, with over 1.3 million patients visits annually. Tesha is also a member of the Houston Methodist Center for Innovation, an interdisciplinary team leading organizational transformation through technology enablement.

Prior to joining Houston Methodist, Tesha served four years as the Vice President and Chief Operations Officer for the Memorial Hermann Physician Network and Accountable Care Organization, where she was responsible for one of the largest clinically integrated physician associations of 4,000 members. Tesha transitioned to the Houston healthcare market after 11 successful years as an operations leader at Mayo Clinic in Rochester, MN.

How did you become an executive in the health care industry? Did you always have an interest in health care?

I actually began my journey into health care as a nurse.  While in nursing school, I worked as unit clerk and patient care associate in a hematology/oncology hospital unit.  I then transitioned to a student nurse in primary care, and upon graduating stayed in primary care working as a nurse.  I was always drawn to the business and administrative aspects of health care, and that is what compelled me to obtain my MHA.  After graduating, I completed an Administrative Fellowship at Mayo Clinic and ended up staying there in various capacities for 11 years, before relocating to Houston.  Being a health care executive gives me the best of both worlds…I can still leverage my clinical experience and lead administratively.

In your experience overseeing operations for Houston Methodist Physician Organization, how have trends in the primary care space changed as a result of COVID?

Virtual care has accelerated with the onset of COVID-19.  While it has been around for a while, the pace of growth has been astonishing to watch.  New technologies and consumer-driven workflows have also emerged and are continuing to change the traditional patient experience with health care.  We are now texting patients, providing around the clock access through virtual urgent care, and making deep advances in the digital health arena.  I believe the patient experience will continue to become more consumer-centric and technology and innovation are pivotal to this transformation.

You are a member of Houston Methodist’s Center for Innovation. How do you encourage a spirit of innovation among your employees?

By allowing them to try, fail, learn, and try again.  Innovation is key to the continual success of any organization.  We have to empower our employees to think beyond “what has been” and “what is” to “what could be”.  This is fostered through open communication, providing forums where staff and team members can bring forward ideas, and not being afraid to stretch beyond the status quo.  In addition, you have to be able to quickly implement and break down barriers.  Our Center for Innovation has been successful partly due to its composition: multidisciplinary teams all working together.  The innovators are the operations, HR, finance, IT, nursing, and legal representatives all at the table together.

In what ways have your professional goals evolved since becoming an executive? How do you balance working toward these goals with your day-to-day responsibilities?

As an early careerist, I think my goals were more centered around making it to the “next level”.  I did not always take the time to enjoy the present moment, and did not have the right balance.  I allowed everyone else’s priorities to become my priorities, and as a result often did not have the right focus.  Now, my goals have evolved to being more balanced.  It’s no longer about chasing a title; it’s about pursuing meaningful work where I can make a positive impact and keep my joy while doing it.  It’s no longer about how I can get to the next level, but how I can mentor and develop others to go further and reach their goals.  My goals aren’t solely about achieving at work, they are about achieving in life!  That’s in every aspect: spiritually, within my family, professionally, mentally, and physically.  Ultimately, my goals are around having the right balance.  I have come to realize I no longer have to sacrifice one area of my life to excel in another.  Women executives can be great moms, wives, friends, and strong effective leaders!

Personally or professionally, what might the WBL network be surprised to know about you?

Believe it or not, I have never had a cup of coffee!