Joey Sudomir, SVP & CIO, Texas Health Resources, Chapter 3

Most would agree that in order to be successful, CIOs need to have true partnerships with their vendors — where there is some dissent is what that actually entails. To Joey Sudomir, it means being providing constructive feedback while also being honest about what the organization can commit to. In this interview, he talks about his team’s strategy in rolling out Epic across the system, the population health partnership that could be a game-changer, and the principles that guide him in his role. Sudomir also discusses the challenge in knowing when to accelerate and when to brake — particularly when leading a large organization, and what qualities he values most in staff members.

Chapter 1

Chapter 2

Chapter 3



* Vendor management — “I’m very honest and open.”

* Removing the “emotional connection”

* Pros & cons of being promoted from within

* THR’s “strong culture”

* His “incredible opportunity” with Tenet & Perot

* Value of a “broad exposure” to healthcare

* Keeping pace during “high energy” times — “If you keep asking people to sprint, they burn out.”



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Bold Statements

The deeper the relationship you form with somebody, the harder it can be to have difficult conversations. And so we try to keep a fine line of making sure we’re producing a win-win for both organizations and being upfront and honest, but at the same time, making sure they understand that the primary organization we serve is Texas Health.

All of the executive leaders I work with really made that transition mentally for me. It was almost as if we just kept moving along, and I credit that to our organizational culture, our leadership philosophy from the top down.

My exposure was broad, and it helped me to be comfortable discussing everything from the risk and execution associated with the data center migration, to consumerism and how getting onto one system can help our digital capability and help meet consumer needs. Without that broad range of experience, I’m not sure I would be as ready to handle that wide-sweeping set of conversations.

We have to be smart about where we’re asking people to expend their efforts, because you can’t keep a sprinter’s pace for a marathon, that’s for sure. But you have to understand that there are certain portions of the race where you have to kick it into high gear, and more importantly, portions of the race that require energy conservation.

Gamble:  I wanted to talk about your strategy for building and maintaining a strong relationship with vendors and making sure the organization is getting what you need out of the contract.

Sudomir:  Yes. And not to sound like a broken record, but my approach to vendors is based on those same foundations. I’m very honest and open with vendors. There is a fine line that has to be formed to where you recognize this can’t be for the long term a one-sided relationship, either way. It’s going to sound cliché, but it has to be win-win for both parties.

At the same time, I think it’s important that we have to remove emotional connection from any of those discussions. Mine and my team’s first responsibility is to Texas Health Resources. We form close relationships with vendors, and as you know, the deeper the relationship you form with somebody, the harder it can be to have difficult conversations. And so we try to keep a fine line of making sure we’re producing a win-win for both organizations and being upfront and honest, but at the same time,