Podcast Summary

Becker’s Healthcare Podcast

Episode: Driving Growth and Expanding Access at Natchitoches Regional Medical Center
Guest: Kirk Soileau, CEO, Natchitoches Regional Medical Center (NRMC), Louisiana
Host: Molly Gamble
Release Date: December 6, 2025
Duration: ~15 minutes

Episode Overview

This episode focuses on how Natchitoches Regional Medical Center, a rural hospital in Louisiana, achieved remarkable growth and service expansion under CEO Kirk Soileau’s leadership. Kirk discusses the hospital’s quadrupled patient volume, strategies for recruiting specialists to a rural community, adapting to policy changes, and the importance of proactive leadership.

Key Discussion Points & Insights

1. Background and the Hospital’s Growth Journey

[00:15 – 02:10]

• NRMC's Unique Position: NRMC is a hospital service district, managed under the CHRISTUS Health Network but operating as a standalone governmental facility in rural Louisiana.
• Growth Statistics:
  • Patient encounters grew from 55,000 (2013) to 250,000+ (2025).
  • Revenue increased from $85M to $361M.
  • Employees increased from 450 to over 1,100; payroll almost doubled from $25M to $49M.
• Outpatient Services Expansion: Shifted revenue mix from 75% inpatient/25% outpatient to 20% inpatient/80% outpatient:
  • “We don’t act like a rural hospital… We acquired a cancer center… We’re on our fourth generation da Vinci robot.” — Kirk Soileau [04:45]

2. Strategies Behind the Growth

[02:17 — 05:49]

• Identifying Service Gaps:

  • Assessed migration data to uncover why patients left the community for care.
  • Expanded service lines by adding specialties/subspecialties (surgery, pulmonology, ENT, orthopedics, urology, OB).

• Recruitment Model:

  • NRMC hires almost all specialists (except cardiology) but not primary care—local practices remain independent.

• Investment in Technology:

  • Acquired advanced surgical robots for both general and orthopedic procedures.
  • Purchased a local cancer center, further boosting capabilities.

• Quote:

  • “What do we need to add? …We just looked at our migration data, said why are people leaving? …That’s how we began the process.” — Kirk Soileau [03:15]

3. Recruiting & Retaining Specialists in a Rural Market

[05:49 — 09:11]

• Challenges:
  • Competition for talent even as urban regions also struggle.
  • Early missteps: Neglecting to include providers’ families in recruitment/retention efforts.
• Key Lesson:
  • Now require interviewing physicians’ families to ensure cultural/community fit.
  • “If you’re not happy at home, some point with work, you’re not going to be happy either and you’re going to make that move. That’s probably the biggest lesson we learned.” — Kirk Soileau [08:14]
• “Reverse Migration” Success:
  • Now draws patients from cities and beyond, especially for robotic urologic oncology procedures
  • “We have a robotic urologic oncologist, probably number one, number two in the nation here. We have patients coming from all over the country and even out of the country...” [06:48]

4. Adapting to Policy and Looking Ahead

[09:41 — 12:44]

• Policy Watch:
  • Closely watching Medicaid reforms linked to “the big beautiful bill.”
  • 25% of patient base is Medicaid; changes could hurt but wouldn’t cripple NRMC, though others might close:
    • “We would probably see a third of the rural hospitals in Louisiana close.” — Kirk Soileau [10:14]
  • CEO is actively advocating in D.C.
• Service & Facility Expansion:
  • Recent specialist hires: 24/7 nephrology, an orthopedic surgeon, interventional pain management, and new OBGYNs.
  • Launching a major construction project (new inventory tower) to set up the organization for the next 25 years.

5. Leadership Advice for Healthcare Leaders

[12:44 – 15:15]

• Accelerating Pace of Change:

  • Strategic plans must be more dynamic; three-year cycles now compact into mere months.
  • NRMC’s leadership meets off-site monthly to focus on strategy, guided by an external coach.

• Mindset Shift:

  • “If you look at the change as a threat versus an opportunity, it’s probably time to think about doing something else.”
  • Advocacy and engagement with associations (state and federal) is essential for leaders.

• Quote:

  • “The inertia of change is occurring so rapidly… advocate very heavily. Be connected to your associations, your health systems, and advocate at both the state and federal level. I think that’s the role of leadership today—to really help guide and help be a change maker versus and be proactive versus a reactive leader.” — Kirk Soileau [14:30]

Notable Quotes & Memorable Moments

• “We finished June 30th of this year a little over 250,000 patient encounters. So a four plus fold growth over the last 12 and a half years.” — Kirk Soileau [01:18]
• “We’re seeing what we call reverse migration... patients coming here for some of our subspecialties are coming from some of the urban communities.” — Kirk Soileau [06:40]
• “We will not make a decision on aligning or partnering with a physician unless we interview the family as well. The family has to be connected...” — Kirk Soileau [08:01]
• “If you wait for change to occur, wait for the what ifs, you’ll fall behind.” — Kirk Soileau [13:54]

Important Timestamps

• [01:18] — Fourfold increase in patient encounters and overall growth stats
• [03:15] — Approach to adding subspecialty services and using migration data
• [06:40] — Notion of “reverse migration” and attracting patients/physicians from urban areas
• [08:01] — Revised recruitment process includes entire family
• [10:14] — Potential impact of Medicaid reforms on rural hospitals
• [12:44] — Launch of new service lines and major construction plan
• [14:30] — Leadership philosophy in turbulent healthcare times

Conclusion

Kirk Soileau’s leadership at Natchitoches Regional Medical Center offers a rare example of rural hospital transformation—leveraging data, strategic recruitment, technological advancement, and community-rooted leadership. The episode is packed with valuable, actionable insights for healthcare leaders interested in strategic adaptation, navigating recruitment in hard-to-serve markets, and embracing proactive change.