Podcast Summary: Expanding Cedars-Sinai’s Global Care Model with Heitham Hassoun, MD

Podcast: Becker’s Healthcare Podcast
Host: Scott Becker
Guest: Dr. Heitham Hassoun, Chief Executive, Cedars-Sinai International
Date: February 23, 2026

Overview

This episode features a compelling conversation with Dr. Heitham Hassoun, Chief Executive of Cedars-Sinai International. The discussion centers on the expansion of Cedars-Sinai’s global care model, the opening of new international clinics, strategic priorities, the practical challenges of cross-border healthcare, and insights into medical education and global workforce trends. Dr. Hassoun shares his career trajectory from surgeon to global executive and reflects on what differentiates Cedars-Sinai’s international approach.

Key Discussion Points & Insights

1. Dr. Hassoun’s Background & Cedars-Sinai’s Unique Approach

• Background:

  • Over 20 years in academic medicine (formerly at Johns Hopkins).
  • Transition from practicing vascular surgeon to global healthcare executive.
  • Seven years at Cedars-Sinai, leading international strategy and operations.
  • “I've been at Cedars Sinai for just over seven years now. I came from Johns Hopkins… I got involved and became quite passionate about our formal global sort of program at Hopkins… My career morphed into more of a hospital administrator and an executive and sort of leading our strategy and business and operations around international and everything we do that's in the global context.” (01:11)

• Cedars-Sinai’s DNA:

  • Retains a unique identity as both a top academic medical center and a community hospital.
  • Does not offer degrees, but has a university structure supporting research and training.
  • Emphasis on patient-centric care: “[Cedars-Sinai] truly is about patient care and how do we connect with patients and then as an extension to our communities.” (03:15)

2. Evolution of Cedars-Sinai’s International Strategy

• Initial Focus: Primarily on facilitating medical travel for patients to Los Angeles for care.
• Current Scope (Reflecting shift in global healthcare delivery):
  • Expansion into direct care locations around the globe.
  • Emphasis on bringing care closer to patients’ home countries and improving local care capacity.
  • “You need to bring not only direct care closer to patients where they are, but also improve the continuity of care and the care delivery in those communities…” (03:15)
  • Cedars-Sinai now looking worldwide for strategic opportunities, with a dynamic, focused approach.

3. 2026 Priorities and Exciting Developments

• New International Footprint:

  • Opening a wholly owned flagship clinic in London (Harley Medical area).
  • Existing smaller clinic in partnership with Guy’s and St. Thomas’, London.
  • Plans for similar concierge clinics in Singapore, Dubai, and Mexico City.
  • “We're opening our clinic in London, our first wholly owned asset overseas…our flagship will be opening later in the springtime.” (07:04)
  • Focus on primary care clinics acting as nodes for high-touch access and referrals into the broader Cedars-Sinai network.

• Strategic Partnerships and Expansion:

  • Partnerships with local hospitals like View Hospital in Qatar.
  • Vetting partners carefully—“not a revenue game,” but about the right fit for mission and quality.
  • Looking at opportunities in Western Europe, specifically mentioning Spain and Germany, as regions of growing interest for private care.
  • “Now is a good time to invest in. And then when we invest, we don't go alone, we go in partnership.” (10:24)

4. Challenges of Global Expansion

• Quality and Cultural Context:

  • Vital to deeply understand local markets beyond regulations: “Because culture, as we always talk, right, eats strategy for lunch every day of the week.” (12:19)
  • Quality cannot simply be exported; models must be adapted to local realities.

• Talent Recruitment and Workforce:

  • Building a global administrative team—grew from 11 to 65, with 35–40% based overseas.
  • Reference to Pittsburgh’s UPMC for its unique model of direct ownership and operation globally.

• Investment and Risk:

  • Starting global operations with clinics (~$10–20 million) rather than full hospitals (~$200 million) to foster relationships and understand the ground realities.

• Blending Care Models:

  • The future is a mix of medical travel and regionalized centers of excellence: “The survivors will be the ones that are able to blend the two models. And that's what we're trying to do.” (15:58)

5. Surgeons, Workforce Shortages, and Medical Education

• Shortages Worldwide:

  • U.S. specialty shortages echoed or exceeded internationally; high volumes in some global centers build specialized expertise (e.g., aortic dissection in China, coronary procedures in India).
  • “Some of the things, for example, within my field in China, an aortic dissection is so common, they get such high volume…from a technical perspective, they're incredible.” (23:16)

• Medical Education Lessons:

  • U.S. system produces mature, broadly educated doctors, but could benefit from more modular, stackable post-MD training pathways.
  • “I do think we need to do a better job of making your journey, once you have your MD, a bit more modular and tailored to what you want to learn and stackable, as opposed to being so…big commitments…” (21:17)
  • The challenges and merits of each model discussed; quality and experience remain crucial.

• Globalization of Science & Workforce:

  • Increasing integration of research, technology, and standards internationally.
  • “There is an internationalization or globalization of science and investment and it's very interesting. It's harder and harder to draw clear lines…” (25:15)
  • Expresses belief in maintaining high standards for entry into the physician profession.

Notable Quotes & Memorable Moments

“We're building the modern railroad for healthcare… what excites me is… opening our clinic in London, our first wholly owned asset overseas.”
— Dr. Hassoun (07:04)

“Culture eats strategy for lunch every day of the week… you just have to take the time and really understand what's happening, the dynamics, the physician practices.”
— Dr. Hassoun (12:19)

“The survivors will be the ones that are able to blend the two models [medical travel and regionalized centers]. And that's what we're trying to do.”
— Dr. Hassoun (15:58)

“I think it should be hard to become a doctor and to become a surgeon and I think we should carry that sort of profession, feel that a higher standard than just simply knowing certain things and having certain knowledge. The experience matters.”
— Dr. Hassoun (24:04)

“Now is a good time to invest in [Europe]. And then when we invest, we don't go alone, we go in partnership. So you got to build the right partner and be able to provide for those developing markets. Really that high touch, high quality care offering.”
— Dr. Hassoun (10:24)

“Some of the things…in China, an aortic dissection is so common, they get such high volume…from a technical perspective, they're incredible. But then…most of the technology and the research…are coming more from American and US minds and money.”
— Dr. Hassoun (23:16)

“The reality is on the ground that I see is…it's kind of hard to pull that back. And we are living in a world that truly is more integrated than not.”
— Dr. Hassoun (25:15)

Additional Segments & Time Stamps

• Dr. Hassoun’s Hopkins Soccer Reference & Fun Rapid Fire Q&A (Johns Hopkins, soccer vs lacrosse):

  • “…Johns Hopkins soccer is the team to support.” (18:59)

• International Surgeon Experience & Medical Training Discussion:

  • “I wouldn't say I'm concerned, but I wonder how it'll evolve in the future. I think it should be hard to become a doctor and to become a surgeon…” (24:04)

• Cultural Integration & Personal Background:

  • Having lived in Saudi Arabia, Texas, and Baltimore, Hassoun reflects on his multicultural perspective and career path. (20:54 – 22:45)

Conclusion

Dr. Heitham Hassoun articulates a vision for Cedars-Sinai’s international expansion grounded in cultural adaptation, high-touch local care, meaningful partnerships, and a pragmatic blending of medical travel and in-region excellence. The conversation offers nuanced perspectives on the global talent pipeline, evolving care models, and the essential importance of maintaining rigorous standards in healthcare delivery across borders.

Listen to This Episode If You:

• Want insight into how top U.S. hospitals are expanding globally.
• Are interested in the practicalities of launching international healthcare ventures.
• Seek perspectives on global physician training, workforce challenges, and care quality.
• Enjoy thought-provoking commentary on healthcare globalization.