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Michael Zaccagnino, 32
VP, patient support
New York-Presbyterian Hospital
No one can accuse Michael Zaccagnino of being a self-promoter. “You’re going to be bored. Bored sick!” he warns before an interview.
But his low-key approach hasn’t hurt his ability to lead. Mr. Zaccagnino is spearheading a major new effort by the massive New York-Presbyterian Hospital to upgrade what in another industry would be called customer service. Patients may get good-quality medical care at the hospital, but Mr. Zaccagnino’s job is to make sure that they like being there, as well.
That means he is dealing with the side of hospital care—food service, housekeeping—that won’t become the fodder of prime-time drama any time soon. Not that it bothers him. “What he does not have is a lot of the self-aggrandizement,” says Dr. Michael Berman, executive vice president, who notes that customer service is crucial to the hospital’s financial health. “As a result, there’s a tremendous loyalty (to him).”
Another reason for that loyalty is Mr. Zaccagnino’s commitment to patient care. “This is not just a bureaucrat,” says Dr. Herbert Pardes, New York-Presbyterian’s chief executive. “He knows hospitals well.”
Mr. Zaccagnino knew early on that he wanted to work in health care. As an undergraduate, he was interested in health policy. But his grandfather became ill, and as Mr. Zaccagnino spent more time in the hospital, the abstract realm of policy became less appealing.
Policy isn’t “what the people at the bedside are doing,” he says. “I really need to be in a place where I can make a difference—now.”