2023 Power Players in Health Care

Juan Mejia, MPH, is president of NewYork-Presbyterian Brooklyn Methodist Hospital, where he guides strategic direction and management of hospital operations, physician relationships and clinical services. Mejia joined NYP in 2003 and has held management roles with increasing responsibility ever since, serving recently as senior vice president and chief operating officer, NYP Lower Manhattan Hospital. He earned his Master of Public Health from Columbia University Mailman School of Public Health and his bachelor’s in physiological science from UCLA.

What influenced you to pursue a career in the health care field?
I have been interested in health care since childhood. Helping members of the community lead their healthiest lives inspires me every day. I believe this work impacts people in the most direct and essential way.

What is the biggest challenge currently facing New York’s health care system?
At NYP Brooklyn Methodist, our staff is our most important resource. My leadership team and I recognize that staying focused on staff retention and burnout is critical as we move forward into 2024. 

How do you describe your position to people outside the health care industry?
My role is to lead our hospital team to deliver high quality care to the Brooklyn community. I am responsible for the strategic direction and management of NYP Brooklyn Methodist Hospital, including overseeing physician relationships and clinical services.

What can policymakers do to ensure equitable access to quality health care?
My hope is that policymakers continue to prioritize their focus on social determinants of health, removing barriers to access of necessary clinical care, and improving our patients’ ability to achieve positive outcomes from that care.

Roger Milliner, chief growth officer of MetroPlusHealth, a native of Brooklyn, New York, began his career at MetroPlus Health Plan (formerly known as the Metropolitan Health Plan) in February 1990 as a marketing representative. He rejoined MetroPlus Health Plan in August 2000 as the associate executive director of marketing after 10 years at two health maintenance organizations. As chief growth officer at MetroPlusHealth, Mr. Milliner oversees three departments, manages a staff of 350+ employees, and has helped increase membership by 930% to its current membership of over 700,000 members. His involvement with several regulatory agencies as a health care executive has helped to shape many current health care policies and government-sponsored programs within the State of New York. He works diligently to foster relationships with community leaders, city agencies, and civic and community-based organizations to promote health care options to NYC residents and to provide recognition of the MetroPlus name in the community and within various ethnic groups. Mr. Milliner received his Bachelor of Science in Health Care Administration from St. Joseph’s College. Additionally, he obtained a Certified Health Care Insurance Executive (CHIE) from AHIP. 

Liz has been working in government for over 20 years and possesses extensive experience in the areas of health care policy, lobbying, consulting, budget development and strategic planning.

How do you describe your position to people outside of the health care industry?
I describe my position to outsiders as a “health care influencer.” It is my job to advise clients on timing, strategy, budget development, and the political and fiscal landscape in New York. My main objective is to advance my client’s priorities and help them succeed throughout the legislation session (and off session). I advise a variety of clients – including hospitals, nursing homes, housing developers, technology start-ups, and many more.

Jessica has spent the last 20 years working in and with state and local governments, health and human services nonprofits, and the private sector focusing on health care policy, communications, government relations, and health care financing. Her current work includes advancing sustainability strategies for upstate and rural hospitals/health systems, incorporating technology to improve maternal and child health outcomes, and preparing clients for New York State’s pending 1115 Medicaid Waiver Amendment.

What is the biggest challenge currently facing New York’s health care system?
The biggest challenge currently facing New York’s health care system is the role of government in health care financing. As Medicaid and Medicare continue to not cover costs for providers, policymakers will need to creatively and thoughtfully wrangle with the future of health care financing. Solutions will need to be both immediate and long-term, in order to deliver equitable and quality services that address the diversity in our geography and population.

Dr. Jasmin Moshirpur is a professor of obstetrics and gynecology and dean for Elmhurst/Queens programs at the Icahn School of Medicine at Mount Sinai and chief medical officer for New York City Health + Hospitals, Elmhurst and Queens. She received her M.D. from the Shiraz University School of Medicine in Iran and completed her residency in obstetrics and gynecology at Mount Sinai Medical Center. She is board-certified in obstetrics and gynecology.

What influenced you to pursue a career in the health care field?
I originally considered a career in law but was persuaded by my mother to pursue a degree in medicine instead. I decided that it was a good idea and that medicine was a field where I could help people, particularly women in my native country of Iran. After coming to the United States to complete my training, I found my calling as an OB/GYN working in New York City’s public health care system, Health + Hospitals.

What is the biggest challenge currently facing New York’s health care system?
We need increased access to primary care. This is especially true for many older adults as our population ages. A big challenge related to that is the need for more doctors who specialize in primary care. We need to really ramp up our recruitment and training of doctors who are on the ground practicing family medicine so that our communities, especially underserved communities, get access to the care they need.

How do you describe your position to people outside of the health care industry?
I am the chief medical officer for NYC Health + Hospitals, Elmhurst and Queens. These are the two public hospitals in Queens, and we offer high-quality care to everyone. A large part of my job involves ensuring that our patients are able to get the care they need and deserve and that that care is delivered in a culturally sensitive, compassionate and caring manner, as we live in a diverse community.

What can policymakers do to ensure equitable access to quality health care?
Policymakers can push for investment in the public health care system, such as the hospitals and health clinics run by NYC Health + Hospitals and ensure that they are adequately funded to meet the needs of our communities. Many facilities are aging and need critical investments in infrastructure and equipment to keep up with the demand for services. They can also push for investment in initiatives designed to promote preventative medicine and chronic disease prevention.

Bryan Murray is the chair of the New York Medical Cannabis Industry Association and executive VP of government relations at Acreage Holdings, a licensed medical cannabis operator in New York. Prior to joining Acreage in 2021, Bryan served in various government relations and public affairs roles at Pfizer. He received his B.A. from the University of Oregon and MBA from Saint Leo University.

What influenced you to pursue a career in the health care field?
Health care policy is a complicated puzzle, and puzzles have always been a passion of mine. As a kid, I’d wait for the Seattle Times to get dropped on our doorstep each Sunday so I could do the word scramble. The enthusiasm I approached problems with back then, I continue to apply in my job now. Whether it’s policy or patient advocacy, I’m “unscrambling” disparate interests around medical cannabis to bring about meaningful reform.

What is the biggest challenge currently facing New York’s health care system?
Since its inception in 2014, New York’s medical cannabis program continues to be stymied by perplexing and conflicting regulations, causing thousands of frustrated patients to turn to the untested, illicit cannabis market. We are hopeful that regulators at the state level, who have not always been as supportive of the medical cannabis program as we would like, will implement the expansion required by law to provide better access and financial relief to patients.

How do you describe your position to people outside of the health care industry?
I am working to ensure New York’s adult-use cannabis industry is accessible, equitable, and economically viable, while protecting access for patients who rely on cannabis to improve their quality of life. Fully realizing the promise of cannabis requires change at the federal level, which I am also working on. Additional research, education, and policy reform will enable more individuals – particularly those disproportionately impacted by the War on Drugs – to benefit from its legalization.

What can policymakers do to ensure equitable access to quality health care?
Enhancing affordability is crucial for achieving true equity and accessibility. This can start by eliminating the excise tax on medical products and enabling reciprocity for out-of-state patients – both proposals that medical cannabis operators in New York are advocating for. Equally important is cracking down on the booming illicit market to support legal operators and protect consumers from untested, unregulated, and potentially contaminated products.

Council Member Mercedes Narcisse is a registered nurse who represents the 46th District in Brooklyn, covering the neighborhoods of Bergen Beach, Canarsie, Flatlands, Georgetown, Gerritsen Beach, Marine Park, Mill Basin, Mill Island, and Sheepshead Bay. Council Member Narcisse is chair of the Council’s Committee on Hospitals and serves on the Committees on Health, Education, Parks and Recreation, Transportation and Infrastructure, Criminal Justice, and the Subcommittee on COVID Recovery and Resiliency.

What influenced you to pursue a career in the health care field?
Growing up I recognized that health care was a privilege, not a right, this ignited my passion. Witnessing disparities firsthand drove me to nursing, offering direct means to make an impact. Beyond providing care, my role in policy-making empowers me to advocate for systemic changes, ensuring equitable health care for all. My journey is fueled by a commitment to turn the tide, making quality health care a universal reality, not an exception.

What is the biggest challenge currently facing New York’s health care system?
The biggest challenge facing New York’s health care system is the stark disparity in access and quality of care between affluent communities and underprivileged ones. Addressing this requires a multifaceted approach: substantial investment in public health infrastructure, improved health care accessibility in marginalized areas, workforce diversification, and robust policies that promote equity. It’s about holistic reform to ensure every New Yorker receives consistent, high-quality care, regardless of their socio-economic status.

How do you describe your position to people outside of the health care industry?
I often describe my role as a bridge-builder. In the ecosystem of New York City’s health care, I serve as a link between policy-making and patient care. With my nursing background, I bring firsthand insights from the frontline to the council, shaping decisions that affect our hospitals and health services. I try to translate real-world health care needs into policies, ensuring we create a system that’s responsive, resilient, and equitable for every city resident.

What can policymakers do to ensure equitable access to quality health care?
First, increase funding for public health programs, particularly in underserved areas, ensuring facilities are well-equipped and staffed. Second, expand coverage under public health insurance plans and ensure affordability of care. Third, invest in community health initiatives, including preventative care, education, and local health centers. Finally, address social determinants impacting health, like housing and education. If our city wants equitable access, this is a good place to start the reform process.

Kerri Neifeld serves as the commissioner of the Office for People With Developmental Disabilities (OPWDD). Prior to her nomination by Governor Kathy Hochul in November 2021, Kerri most recently served as assistant secretary for Human Services & Mental Hygiene in the governor’s office. Before working in the governor’s office, Kerri was assistant deputy commissioner at the New York State Office of Temporary and Disability Assistance (OTDA) where she managed the Division of Shelter Oversight and Compliance.

What influenced you to pursue a career in the health care field? 
From my early career as a social worker for children and families to serving in the Governor’s Office as assistant secretary for Human Services & Mental Hygiene, to my current appointment as commissioner for the Office for People With Developmental Disabilities, I have seen firsthand how people’s lives can be changed when presented with opportunities and the support to excel and thrive in their communities.

What is the biggest challenge currently facing New York’s health care system? 
From OPWDD’s perspective, maintaining an adequate workforce has been the most pressing issue for our service system over the last several years. While wages are a considerable factor in recruitment and retention, we’re also focusing on changing perceptions about direct care as a profession by providing a formal career pathway through credentialing opportunities on SUNY campuses that will lead to advancement for current DSPs and attract new employees to this rewarding field.

How do you describe your position to people outside of the health care industry? 
When I talk about my role as commissioner, my focus is on OPWDD’s mission to support people with developmental disabilities to live their best lives in the home and community of their choice. People with developmental disabilities have the same goals as anyone else – to be as independent in their communities as possible, and within our system, there are thousands of direct care and other professionals who are assisting them daily to achieve those goals.

What can policymakers do to ensure equitable access to quality health care?
Equitable access to quality health care begins with having enough qualified people to deliver that care. In most instances, people with developmental disabilities use some component of our health care system to live their daily lives. Through OPWDD’s five-year strategic planning process, we have worked with stakeholders to create a robust set of goals that will help us create a responsive and flexible service system that meets the needs of New Yorkers with developmental disabilities.

Kevin Nelson is the chief executive officer of Aetna Better Health of New York (ABHNY). He has extensive experience in management, policy and business development for health care and humanitarian organizations serving underserved populations. Prior to joining ABHNY, Mr. Nelson was vice president for corporate partnerships for the U.S. Fund for UNICEF. Mr. Nelson earned an MPH in health policy and management from Yale School of Public Health and a bachelor’s degree in health care administration from the University of Pittsburgh.

Philip O. Ozuah, M.D., Ph.D., is president and CEO of Montefiore Einstein, one of the nation’s preeminent academic health systems and top-ranked research institutions. A nationally recognized physician, leader, executive, researcher, teacher, and author, his leadership has expanded access to care for underserved communities, recruited and cultivated outstanding talent, advanced programs of excellence, and fostered innovations in medicine and science across a rapidly growing and evolving health system.

What influenced you to pursue a career in the health care field?
As long as I can remember, I’ve wanted to be a doctor. Growing up in West Africa, I was drawn to medicine and finding ways to relieve suffering so that I could enhance the welfare of humanity. It has been my life’s calling from the time I started medical school at a very young age and it has been a more meaningful and fulfilling career than I ever could have imagined.

What is the biggest challenge currently facing New York’s health care system?
There are tremendous care gaps impacting underserved populations here in New York City. I view my role at Montefiore Einstein as a leader who can help bridge those gaps and address the disparities in our health care system head-on.

How do you describe your position to people outside of the health care industry?
I am privileged to lead an innovative organization that is providing critical services to our community and playing a major role in researching the next generation of health care advancements. We have received more than $200 million in annual research awards from the NIH and we are home to 800 M.D. students, 190 Ph.D. students, 120 students in the combined M.D./Ph.D. program and 250 postdoctoral research fellows.

What can policymakers do to ensure equitable access to quality health care?
There must be a strong investment in both supporting health care for underserved communities and creating a training and education pipeline for young people who want to enter the health care field but see it as an opportunity that is out of reach.