Baystate’s Jane Albert Embraces Change in Many Ways
From her early days in marketing, Jane Albert had a goal — to work in the field of healthcare, and specifically for Baystate Health, the region’s largest health system. To achieve that goal, and eventually be part of the organization’s senior leadership, she was willing to take risks, welcome new opportunities as they arose, and continually make connections — all the while never losing sight of who her customers are and how to most effectively meet their needs.
When she was 8 years old, Jane Albert was the only one of her friends allowed to ride her bike from her Springfield neighborhood all the way to City Line Pharmacy in East Longmeadow. She immediately saw the money-making possibilities.
“I would buy candy there and set up a table on my front lawn to sell candy to all the kids in my neighborhood, and I’d mark the candy up,” she said. “I evaluated the demand for certain types of candy; at first, I bought what I liked, but then I saw what they were buying.”
When someone would complain about the prices, she’d note they could easily ride to the pharmacy and buy their own. Except that they couldn’t.
What she didn’t realize at the time, she said, was that she was exercising the four ‘Ps’ of marketing that students of the subject learn in college: product, price, place, and promotion. “The candy was the price, and the price was the markup based on the demand. The place was local — my front yard — and promotion was word of mouth; kids rode their bikes around and said, ‘Jane’s selling candy.’”
While Albert didn’t know at the time that marketing and business development would become her career and driving passion, it’s easy now to look back and recognize an early aptitude for it — and the connecting threads between candy and healthcare as she settles into her latest role at Baystate Health, as senior vice president of Marketing, Communications & External Relations.
“It all goes back to that entrepreneurial spirit — even in healthcare, what do people want, and how do we deliver that and make them happy? And how do you determine what people want, or give them something they can’t get somewhere else?”
Her marketing career started in the 1990s with a moment of ‘bartering’ with Braman Chemical owner Jerry Lazarus, who was in her home on a pest-control call. “I shared ideas with him on how he could improve his marketing outreach. He was so taken with the ideas, he didn’t charge me. I thought, ‘oh, this is really valuable. I have good things to offer that I could package.’”
With a baby at the time, and a part-time teaching gig at what was then known as Western New England College, she launched a solo venture as a marketing consultant — something she could do with her skills and still be home with her family at night.
During that time, Albert developed a footprint across the Northeast and partnered with marketing and research firms and ad agencies to increase the value of what they brought clients. Some were more receptive that others — one client didn’t think she brought as much value working from home than someone with a “fancy office.”
“I said he was getting me 24/7 and wasn’t paying for overhead — just paying for brainpower,” she recalled. He challenged her by calling her at 6:45 one evening, when he figured she’d be cooking dinner. She took the call with one hand while stirring food on the stovetop with the other.
I’m always looking to the future and what’s next — I’m a visionary planner. And I knew my next step was not going to be a college president. So I asked, what’s next for me?”
Meanwhile, she was proving her value in other ways as well. While teaching at WNEC, she developed a plan to create a marketing department. Later, “the president called and said, ‘we like what you did. Will you be our first director of marketing?” She took that job, and when current President Anthony Caprio came on board, he promoted Albert to vice president of Advancement and Marketing.
She liked that job, though she missed the classroom culture, that moment of seeing the lights go on for a student who made a connection between the textbook and real life. “But I was able to promote a good school, and that was gratifying as well.”
But it would not be her final career stop. Far from it.
“I’m always looking to the future and what’s next — I’m a visionary planner,” she told BusinessWest. “And I knew my next step was not going to be a college president. So I asked, what’s next for me?”
The answer, she decided, was in healthcare.
“I was born at Baystate and raised in Springfield, and I wasn’t going to relocate anywhere,” Albert said. “I had heard a lot about Baystate’s leadership under [then-President] Mike Daly, and that’s where I had my sights set. You can have so much impact on people in healthcare, and I saw the impact Baystate had on so many people, so I wanted to work there and get involved in healthcare.”
But no opportunities in her field of marketing were available right away, so, as a stepping stone, she went to work for Veritech, a 25-person multi-media company that specialized in healthcare, heading up its business-development arm — a move that baffled friends and family who wondered why she would shed the prestige of being a college’s vice president for something seemingly much less glamorous.
But she had a plan.
“The core of their business was healthcare education,” she explained. “The founder was really a man ahead of his time. He created digital patient-education programs online, but it was too soon; there was no payment model for it. But I loved his company. My thought was that I’d take over his company when he retired, or use that as a launchpad to get to Baystate.”
Two years later, she got a call from the head of Baystate’s Marketing department — a job opportunity had opened up, with the health system looking to install a manager of Medical Practices Marketing. Again, friends wondered whether it had been worth leaving her vice presidency at WNEC to wind up in a managerial role in a massive health system.
“I did it because, looking at the long term, I wanted to be here at Baystate,” she said. “It was a significantly different job, obviously, compared to Western New England, but I said, ‘I’m in it for the long haul, and I’m going to go for it and do the best I can.’”
Fifteen years later, she’s sure that was the right decision.
Up the Ladder
When preparing to take a photo for this article, Albert joked that BusinessWest should take one of all her Baystate business cards. Indeed, it’s an impressive collection.
For instance, Baystate’s physician practices, the focus of her first stop, is an important part of the network, today boasting more than 80 primary- and specialty-care doctors. “My job was to promote the physicians and the practices to the general community, so they would know what we had to offer.”
During her time in that role, Albert presented the first marketing plan to integrate two legacy medical groups to become one organization, known today as Baystate Medical Practices.
But much of the day-to-day work was about building bridges between the doctors and their patients, and between the practices and their communities, she added. “That’s the most important piece, the relationships. That’s what it’s all about. When doctors have good relationships with patients, the patients share that with others. When the doctors have good relationships with other doctors, they refer to one another.”
She was later appointed manager of Corporate Marketing, overseeing Baystate Health’s marketing efforts, loyalty programs, and events, followed by a stint as director of Public Affairs & Internal Communications. She then returned to Baystate Medical Practices, successfully launching the organization’s first physician-referral office, working under the leadership of Mark Keroack, who later became president of Baystate Health.
“That office was really about developing relationships between Baystate doctors and community physicians, and paving a pathway for better access to each other, and for patients to get appointments,” she explained. “I knew so much about Baystate that moving into this operations role was really exciting. It was a place I could grow and have an impact.”
But not long after, a search committee embarked on a nine-month search for a key dual role in the system: vice president of Philanthropy for Baystate Health and executive director of the Baystate Health Foundation. They failed to identify the ideal candidate, however, and turned inward, to someone with a deep understanding of the system’s needs and some experience in fund-raising. That’s right — it was time for Albert to order a new set of business cards.
Among her accomplishments in that role, she led a transformation of the foundation to align philanthropic support with a new strategic plan, and oversaw the completion of a $5 million capital campaign for the new surgical center at Baystate Franklin Medical Center in Greenfield.
Four years later, though, it was time for another move, this time into the health system’s senior leadership team. As a member of Keroack’s cabinet, she now oversees the functions of marketing and digital strategy, government and public relations, community relations and public health, communications, and philanthropy.
That’s … quite a long list.
And it’s not a job performed in the quiet of her office; with a wry smile, she held up that day’s schedule, an uninterrupted block of meetings with different departments — squeezing in BusinessWest among them — and made it clear most days are like that. But she relishes her raft of new responsibilities.
“There’s been a lot of change over the last few years,” Albert said, referring to both her role and the evolving shape of healthcare as well. “But change brings opportunity. Healthcare is changing every single day, and so is our environment, so we have to be able to change, to meet the needs of our patients, families, donors, and legislators.”
The biggest challenge in healthcare is government changes and reimbursements. You’re dealing with an industry where more than half the revenues are provided by the government. There’s continual change, and that makes it difficult.”
Indeed, that latter group is often the most demanding.
“The biggest challenge in healthcare is government changes and reimbursements. You’re dealing with an industry where more than half the revenues are provided by the government. There’s continual change, and that makes it difficult.”
In addition, Baystate serves a population with high levels of poverty, and Medicaid reimburses only 75% of costs, on average. “We’re losing 25 cents on the dollar for every Medicaid patient. And when you have a charitable mission to take care of everybody — no one gets turned away — it becomes challenging to afford all that we need to do.”
Improving the Prognosis
‘All that’ extends well beyond everyday care, of course, including attracting top talent, investing in innovative technology, providing the teaching resources of an academic medical center, and, now, partnering with UMass Medical School on a Springfield branch.
“That’s why philanthropy is so important,” she added, particularly at a time when hospitals are expected to keep communities healthy, improve the patient experience, and reduce costs — the so-called ‘triple aim.’
“Healthcare used to be based on, the more you did, the more you got paid,” she said. “You’d send a patient for six tests, an X-ray, and three specialists. Now, healthcare is reimbursed based on how healthy you keep patients.”
And preferably not in hospitals. Take asthma, for instance, a particularly pervasive issue in the Pioneer Valley. If a child’s asthma is not controlled and he or she winds up in the hospital, it results in poor school performance, missed work for the parents, and higher costs for the health system — a vicious cycle. The better option? Preventive efforts to keep the child healthy at home.
“Where do you find a business that tries to keep you away from that business, and that’s a success?” Albert asked. “But that’s where we are. Our goal is population health and doing all we can do to keep people healthy. We look at social determinants of health — access to food, incidence of diabetes and obesity, which can lead to heart disease … all those things drive the cost of health way up. It’s a much better picture when people are healthy, and that’s what we want.”
Achieving that goal requires everyone in the health system to align behind a single mission, and that requires a culture change, she explained, from the doctors performing cutting-edge surgery to maintenance staff raking leaves and improving the aesthetic appeal of a building that few customers are really happy about entering.
“There aren’t a lot of businesses where people don’t want to come to your business, so we want to make it as pleasant an experience as possible,” she said. “That is our focus. The world is changing, so we need to understand what the patient wants and how we can best deliver it.”
The bottom line, Albert said, is trying to make a difference and make the world a better place, as cliché as that might sound.
“I’m excited about where I am in this role,” she said, reflecting simultaneously on all the stops along the way. “People can see you can go from a manager up the line. An organization of this size provides those opportunities.”
It’s certainly a long way — figuratively, anyway — from just over the border in East Longmeadow, where an 8-year-old with a knack for marketing first began figuring out what her customers wanted and how to deliver the goods.
Joseph Bednar can be reached at [email protected]