Todd LaPorte

Q: What most notably stands out about your organization as an innovation, opportunity or service that improves or better delivers healthcare to Arizonans?

HonorHealth is committed to advancing healthcare by delivering high-quality outcomes and expanding access through patient-centered, innovative solutions.

One of our most notable achievements is the HonorHealth Research Institute, where leading experts work together on advanced clinical trials leading to breakthrough treatments for patients in Arizona and around the globe. The Institute’s 20-year history of pioneering new therapies for cancer, cardiovascular disease and neurological disorders offers hope to those with limited options.

Most recently, the new Arizona State University School of Medical and Advanced Medical Engineering (SOMME) named HonorHealth its Primary Clinical Affiliate. Together, we will educate and train medical professionals to integrate medicine, engineering and humanities, using AI, virtual reality and data science to transform and enhance compassionate care.

Our new simulation center, in collaboration with CDW, is testing emerging sensor technology and impressive applications for hospital use, while our partnership with Qventus leverages AI and automated tools to enhance the effectiveness and efficiency of how patients flow through our hospitals.

HonorHealth and our strategic partnerships continue to pioneer new ways to improve patient experience and positive outcomes. We’re not just treating conditions — we’re transforming lives.

Q: Tell us about your known style of leadership or philosophy on being a strong leader for your organization. Tell us about a specific program, leadership policy or practice that has directly benefited healthcare outcomes in Arizona.

My leadership philosophy is defined by two concepts: appreciate the unique gifts of every member of our team and no one style of leadership fits every situation. Both take extra time and judgment, but they’re essential for building a strong, adaptable team.

I helped lead the integration of two organizations, each with its own unique culture and processes, into what is now HonorHealth. This merger positioned us to better serve our existing patients and expand into new communities that were at risk for being underserved.

When the pandemic hit, I was challenged to lead through a crisis that brought daily, unpredictable challenges. While every team member rose to the occasion, an all-together mindset kept us moving forward through years of uncertainty.

Strong leadership in healthcare means listening, adapting and always putting patients first. I’ve seen how fostering a culture of innovation, collaboration and compassion helps us all to succeed

Q: What do you feel a healthy Arizona workforce and families can mean for Arizona’s growth?

A healthy workforce is the foundation of a vibrant community. When people have access to quality care, data shows they’re more productive, engaged and able to contribute in positive ways to their communities
and workplaces.

We recognize that healthcare is more than just treating illness. It’s about promoting whole person well-being and addressing social determinants of health. Through initiatives like our Blue Zones community project, which promotes evolving the environments where we live, work and play to make healthy choices easier; our Desert Mission food bank, which addresses food insecurity; and a host of other programs, we strive to build a healthier future for Arizonans.

With nearly 17,000 team members, our commitment, courage and hard work make a real difference every day. Their service not only improves people’s health by the traditional definition, but it strengthens Arizona’s economic vibrancy and allows people to live longer, better lives.

Q: What is on the horizon for your organization?

We are expanding our footprint and advancing healthcare innovation to better serve Arizona’s growing communities.

We are implementing strategies to address the nationwide shortage of medical professionals, not just for physicians through the ASU SOMME, but across the board for all roles.

We’re revitalizing recently acquired East Valley facilities, that were at risk after their previous owner’s bankruptcy, to provide high-quality, accessible care to more Arizonans

Valley-wide, we have at least a dozen projects underway to enhance clinical programs, expand into underserved and growing areas, and create more convenient access points for care.

We’re also adopting high-reliability best practices to strengthen our processes and outcomes, while rolling out a new ERP system to improve efficiency in our non-clinical functions. All of this leads to making healthcare more affordable.

While healthcare faces challenges nationwide, our team stays focused on what we can control: making a real difference in our community, one patient at a time.