James_Jan-Feb_2026_web - Flipbook - Page 48
This disciplined innovation now
includes a growing portfolio of artificial intelligence tools, including:
Ambient listening software that
captures medical notes, relieving
physicians of burdensome documentation.
AI imaging tools for stroke patients
that accelerate diagnosis.
AI platforms that improve operating
room ef昀椀ciency, reducing patient
wait times and systemwide expense.
Virtual nursing technology that assists bedside teams.
The goal is not to replace people, Brown stresses. “AI will help
clinicians work more efficiently. It’s
a tool— not a replacement.” The
proof: through strategic automation
and recruitment, Piedmont has
added more than 16,000 new team
members in the last two years.
A Workforce Built to Stay
Healthcare systems across
America face severe workforce
shortages and burnout. Yet, according to Brown, Piedmont has maintained above-average retention and
high engagement, earning national
certification as a “Great Place to
Work.” Brown credits that success to
prioritizing both the wellbeing and
career trajectory of clinical staff.
“We have prioritized technologies that reduce administrative
burden on our nurses and doctors,
giving them back precious time
to spend on direct patient care,”
he said. In addition, Piedmont has
built career ladders that allow
entry-level workers to see clear
long-term professional pathways.
And through partnerships with
nursing schools and technical
colleges across Georgia, the system
is creating a durable, homegrown
workforce pipeline.
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JAMES JANUA RY /F E B RUA RY 2 02 6
CEO KEVIN BROWN TALKS WITH DENISE RAY, THE SYSTEM’S CHIEF NURSING EXECUTIVE.
RAY ALSO SERVES AS CEO OF PIEDMONT MOUNTAINSIDE HOSPITAL.
Physician recruitment follows
the same philosophy. Over three
years, Piedmont will add 800 new
providers, including 300 primary
care physicians and 500 specialists,
many of whom will remain in Georgia thanks to graduate medical
education growth.
Rural Healthcare
Long before Brown became
CEO, his views on access were
shaped by personal experience.
His father served as a rural hospital
administrator in Wisconsin, and
Brown witnessed firsthand the
fragile nature of small-town healthcare. That memory impacts his
decisions today.
At Piedmont, rural access is
not a charitable outreach— it is a
strategy, he says. The system has
turned struggling facilities into
high-performing hubs by pairing
local talent with big-system integration, efficiency, and technology.
Piedmont now serves communities
from Jasper to Thomson to Monroe
with strong balance sheets and
growing services.
A standout example is Ellijay,
where a for-profit hospital shuttered years ago. Rather than leave
the region without care, Piedmont
opened a new freestanding emergency department and ambulatory
center, restoring access to critical
services without saddling the area
with unsustainable costs.
These rural facilities aren’t outliers— they’re some of Piedmont’s
best performing operations. “Due
to our integrated care model and
our low-cost structure, these rural
hospitals and clinics are some of
our best performing locations in the
system,” Brown said.
Technology expands access
even further. Virtual visits are available to any resident of Georgia, and
screening tools for social determinants of health are built into
patient records, connecting vulnerable individuals with housing, food
and transportation support.
Community Impact
Piedmont’s influence in Georgia
extends far beyond clinical settings. Last year alone, the system
facilitated 3,851 community-based
health initiatives— averaging ten
events every day. Brown said these
ranged from school health education to flu vaccine clinics, health
fairs, screenings and targeted interventions based on local needs.
After comprehensive community health needs assessments with
more than 200 local organizations
statewide, Piedmont identified
hypertension as one of Georgia’s
most urgent issues. The system
launched a multi-year initiative
