Andrew Molosky, President and CEO of Chapters Health System

Summary

Becker's Healthcare Podcast: Interview with Andrew Molosky, President and CEO of Chapters Health System

Date: January 2, 2026
Host: Chanel Bunger (Becker's Healthcare)
Guest: Andrew Molosky, President & CEO, Chapters Health System

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Episode Overview

This episode features Andrew Molosky, President and CEO of Chapters Health System, one of the country's leading community-based healthcare delivery organizations. The conversation touches on current healthcare trends, leadership philosophy, key organizational achievements from 2025, and actionable advice for emerging healthcare leaders. Molosky emphasizes mission-driven leadership, the importance of employee-centric culture, and the value of collaboration within the healthcare sector.

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Key Discussion Points & Insights

1. Andrew Molosky's Background in Healthcare

[01:04]

• Molosky provides a concise history of his career, noting a long-standing emphasis on home and community-based medicine.
• Experience spans home health, hospice, palliative medicine, medical equipment, primary and multi-specialty care.
• "Always that emphasis on moving care to the community, moving care to the environment that patients and families wish for..." – Andrew Molosky [01:20]

2. Macro Healthcare Trends and the Current Landscape

[02:00]

• Focused on big-picture challenges, Molosky identifies two prevailing principles:
  • An aging population and increasing illness acuity
  • A shrinking healthcare workforce and fixed financial resources
• Highlights that these dynamics create the need for innovation and a "quality over quantity" approach.
• Emphasizes the need to care for healthcare staff as foundational for achieving organizational goals.
• Economic pressures mentioned: the changing Medicare Advantage (MA) landscape, policy shifts at state and federal levels, insurance subsidy risks, and the dynamic Medicaid environment.
• "No lack of stimuli for the problem solver, if you will." – Andrew Molosky [02:53]

3. 2026 Priorities: Relentless Focus on Mission and Workforce

[03:32]

• Molosky reiterates that no matter the climate or challenges, Chapters Health System's mission is unwavering: Put care for patients and staff first.
• "Our focus never waivers. It doesn't matter if it's a good day, a bad day, or somewhere in the middle. We show up ready to do one thing and one thing only, and that is take optimal care of our entire team." – Andrew Molosky [03:55]
• Belief that when staff are cared for and energized, everything else ("patient care explodes in a good way," financials, innovation) follows.

4. 2025 Achievements: Expansion and Innovative Service Lines

[04:53]

• Chapters Health System is a portfolio organization of over 30 entities.
• Major accomplishment in 2025: Expansion to the U.S. West Coast (California, Oregon, Nevada) after previously having no presence there.
• Successful launch of risk-based platforms and a new Medicare Advantage plan focused on high-need, end-of-life care.
• "It was an eventful 2025 and certainly we hope the springboard to an even better 2026." – Andrew Molosky [05:48]

5. Advice for Emerging Healthcare Leaders

[06:11]

• Molosky underscores that effective leadership goes beyond management:
  • Managers keep operations running.
  • Leaders "empower, develop, build momentum and cohesion."
• Encourages innovation, boldness, and seeing setbacks as "incremental learning lessons" rather than failures.
• Advocates for "taking a bold position and defending it in the face of politics, in the face of economic headwinds, in the face of increasing regulatory environments."
• "It's okay to be bold, be ethical, be compliant, but take a position and defend it. That's how you lead and that's how you build followership to truly accomplish things." – Andrew Molosky [07:34]

6. The Power of Partnership and Collaboration

[08:04]

• Chapters Health System believes in excelling at chosen areas and not trying to "be everything to everyone."
• Stresses that partnerships—whether joint ventures, educational, or knowledge-sharing—amplify impact in healthcare.
• "Partners make for wonderful things. And whether that is joint ventures… or just educational partners on the journey... together we can be better. Many hands make light work, right?" – Andrew Molosky [08:30]
• Encourages listeners to reach out if they think collaboration with Chapters could be beneficial.

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Notable Quotes & Memorable Moments

• On workforce challenges and mission:
  “The dollars are fixed, the need is great and the supply is substantially smaller than we wish it to be… it fosters innovation... and taking great care of the staff and the human capital that you have access to, which again, as we talk, will be something you'll hear me speak to excessively.”
  — Andrew Molosky [02:18]

• On leadership clarity:
  “The hallmark of a great CEO is to pick a few stances and defend them vehemently and say the same things over and over and over. So obvious what you're going to say.”
  — Andrew Molosky [03:39]

• On organizational growth:
  “Our largest success story is that we've been able to expand our mission to include the west coast this year... We've expanded service lines successfully to include far more of the risk based platforms.... our own Medicare Advantage plan with a focus on high needs and end of life is certainly a hallmark for us.”
  — Andrew Molosky [05:09]

• On the difference between leaders and managers:
  “There's a difference between a manager and a leader. Managing is showing up, following a job description and making sure the wheels don't come off the bus. Leading is empowering, developing, building momentum, a cohesion behind you of followers and stakeholders.”
  — Andrew Molosky [06:39]

• On collaboration:
  “You don't have to be everything to everyone. You have to be exceptional at what you choose to be involved in. But partners make for wonderful things... Many hands make light work, right?”
  — Andrew Molosky [08:25]

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Timestamps for Key Segments

• 01:04 — Molosky’s healthcare background and philosophy
• 02:00 — Current macro trends in healthcare
• 03:32 — 2026 priorities: Mission and team focus
• 04:53 — Major achievements from 2025 (expansion, innovation)
• 06:11 — Advice for emerging healthcare leaders
• 08:04 — Final thoughts on collaboration and partnership

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Summary Takeaways

Andrew Molosky offers a lens into how a large, mission-driven, community-based health system navigates today’s challenges—emphasizing unwavering focus on employees, bold yet ethical leadership, and ever-increasing value on partnerships. His insights are valuable for leaders aspiring to blend innovation with operational excellence, and for organizations seeking to make an impact in a shifting healthcare environment.

Transcript

[A]

This is where healthcare leadership comes together. Becker's 16th annual meeting brings more than 3,500 hospital and health system executives and nearly 800 speakers to Chicago, April 13th through the 16th. This year's event includes keynote conversations with Dallas Cowboys legend Troy Aikman and former President George W. Bush. For the agenda and event details, visit Beckershospitalreview.com and click on the Events tab in the upper right click. Looking forward to hosting you in Chicago.

[B]

Hello and welcome to the Becker's Healthcare Podcast. My name is Chanel Bunger. Today I have the pleasure of speaking with Andrew Maloski, President and Chief Executive Officer of Chapters Health System, one of the country's premier community based healthcare delivery systems, who joins the podcast today to share insights into healthcare trends. He's keeping an eye on advice for leaders and a bit more. Andrew, thank you so much for joining me.

[C]

Thank you for the opportunity to be here.

[B]

Perfect. Well, to get us started out, could you give us a brief introduction and a peek into your background in healthcare for listeners who aren't acquainted with you yet?

[C]

Certainly appreciate the chance. And I'll use the word peak at its true intention. Just a little snippet, right? So, Andrew Maloski, President and CEO of Chapters Health System. Prior to that role, however, I've spent the bulk of my career in what you might call home and community based medicine settings. And and that includes everything from home health to medical equipment to hospice and palliative medicine and primary care and multi specialty care and the whole kit and caboodle. But really always that emphasis on moving care to the community, moving care to the environment that patients and families wish for and that payers and accountable parties seem to see the value in. So really been a dedicated focus to growing and building entities and organizations and that's what I look forward to being able to share with you today.

[B]

Perfect. Thank you so much for the introduction. And now getting into it a bit, can you talk about some trends that you're currently watching in either healthcare as a whole or palliative care or whichever direction you want to take it?

[C]

Yeah, certainly. I think I'll speak to that Health care as a whole moniker because everything else is really a microcosm of the larger issues at play. I think two fundamental principles independent of which sector or segment of healthcare you work in prevail. 1. The supply and demand curve. Our population is aging. Our population is showing incredible signs advancing illness. And of course our workforce is diminishing. Right. The dollars are fixed, the need is great and the supply is substantially smaller. Than we wish it to be. And so that kind of environment fosters innovation. It fosters a chance to get into a quality over quantity approach, which is a hallmark of chapters and all of our leadership team. And it certainly drives an emphasis on taking great care of the staff and the human capital that you have access to, which again, as we talk, will be something you'll hear me speak to excessively. So you know, on the macro trends, right. We know there are those components. There's definitely economic headwinds at play right now, whether you consider that to be the MA environment or whether you consider that to be some of the changing policies within state and federal administrations. You've certainly got insurance subsidies that are at risk today. Medicaid is a hot topic. So no, no lack of stimuli for the problem solver, if you will.

[B]

Definitely no shortage of headwinds and opportunities, for sure. And going into Q1 of 2026, what do you think you're most focused on and excited about?

[C]

Yeah, I get the luxury of answering this question the same way every time. Right. And I think that whether it's, I believe it was Howard Schultz who gets the credit for saying the hallmark of a great CEO is to pick a few stances and defend them vehemently and say the same things over and over and over. So obvious what you're going to say. So if I give credit to the wrong leader, forgive me, Right. But it's a solid principle and my answer is always the same. The mission statement our organization is to be taking care of patients or taking care of those who do. So much so that it's actually trademarked. Right. And in that environment, our focus never waivers. It doesn't matter if it's a good day, a bad day, or somewhere in the middle. We show up ready to do one thing and one thing only, and that is take optimal care of our entire team. Then when they are fully functioning and they are kind of on all cylinders, you know, that's when we see our patient care explode in a good way. That's when we see our finances follow suit. That's when we see the fuel for reinvention or rein of innovation come around so we don't stray from that. In January, of course, after our holiday season is the beginning of a new year, fiscal and strategic. Everybody is refreshed, but everybody knows there's work to be done and we really see it as an employee focused organization, you know, that month in a big way.

[B]

Love to hear it. And looking back at 2025, can you talk about an initiative or project that either you or Chapters has accomplished accomplished in the last year.

[C]

Yeah, you know, our mission is quite wide. If you spent any time studying our company, we're a portfolio organization of over 30 different companies. Right. And so a lot of folks will talk about opening a new or they might have stood up a new clinic. And those are all wonderful initiatives. We're grateful for them, you know, but ours are widely varied. Right. From our consulting organization to our accountable care organizations, to our MA plan. Everybody has had hallmarks and high water marks throughout the course of the year. But I think what I'd say as an entity is our largest success story is that we've been able to expand our mission to include the west coast this year. Prior to this year we had no west coast presence and now we're actively in California, Oregon and Nevada. We've expanded service lines successfully to include far more of the risk based platforms. The upside, downside, capitation type platforms, you know, in the launch successful of our own Medicare Advantage plan with a focus on high needs and end of life is certainly a hallmark for us. So it was an eventful 2025 and certainly we hope the springboard to an even better 2026.

[B]

That's amazing to hear. And I can tell that you're very passionate about what you do. And with that, I'm curious to know if you could give a few pieces of advice for emerging leaders looking to have the same drive and passion in their careers as you have. What would you say?

[C]

I love the platform that I can say this, but to anybody taking the time to listen to this, let me give a big disclaimer before my answer. A lot of these, if they have been successful for me, they have been successful for me because I wasn't afraid to admit where I went wrong or that it didn't go as planned. Right. Anything I'm about to say comes with all the humility and all the disclaimer I can offer on these positions. I believe in them, I've taken them and I will stand by them. But they didn't come without a little pain or a little learning. So my first one, you know, to a true leader, there's a difference between a manager and a leader. And I always make sure people understand that managing is showing up, following a job description and making sure the wheels don't come off the bus. Leading is empowering, leading is developing. Leading is building a momentum, a cohesion behind you of followers and stakeholders. So a true leader should be innovative. A true leader should always say, great, it's done this way, if it's working, what can we do more and better in that spirit? If it's not working, how do we blow it up and learn from this? Right? Take a bold position. Don't be afraid of failure. In fact, don't even think of it as failure. Think of it as an incremental learning lesson. Obviously you don't want to repeat the same lessons over and over, but I've talked to so many managers who operated a fear and leaders who were fearless. Right? Didn't say naive, I didn't say, you know, poorly calculating, but I said fearless and the ability to take a bold position and defend it in the face of politics, in the face of economic headwinds, in the face of increasing regulatory environments. It's okay to be bold, be ethical, be compliant, but take a position and defend it. That's how you lead and that's how you build followership to truly accomplish things.

[B]

Excellent advice. Well, Andrew, I want to thank you for your time today. But before I let you go, and while you have the ears of many healthcare leaders across the country, do you have anything else that listeners should know?

[C]

You know, I always close this in a bit of a self serving manner, but I believe wholeheartedly in it. You know, we as chapters realized a long time ago you don't have to be everything to everyone. You have to be exceptional at what you choose to be involved in. But partners make for wonderful things. And whether that is joint ventures, whether that is just educational partners on the journey, whether that is trying to learn from our peers. One of the things that I like about Beckers and all the environments it supports is it wants best practices out there. So if you think the chapters can benefit you in some way, please reach out to me. I'd love to know that door is open in reciprocity, but together we can be better. And it's not always about necessarily having your name or your stamp on it exclusively if we're going to change the healthcare landscape all but what do they say? Many hands make light work, right? So look forward to meeting and talking to anybody who has heard this with interest. And my door is open to you.

[B]

Absolutely. Well Andrew, that's a great place to end on. I want to thank you once again for your time today and for sharing your insights on the bicares Healthcare podcast. Thank you so much.

[C]

Thank you for the chance.