Main Line Health CIO Details Strategy for Building a Resilient Workforce

Luke Olenoski, SVP and CIO, outlines how developing talent and cross-functional partnerships are critical to healthcare IT success.

Main Line Health is confronting the healthcare IT workforce challenge with a strategy rooted in both innovation and fundamentals: investing in talent, forging partnerships, and bridging clinical and technical expertise. As SVP and CIO, Luke Olenoski joined the Philadelphia-area health system during the early days of the pandemic and has since helped shape its evolving approach to IT staffing.

At a time when job postings in healthcare IT are abundant—and competition for talent remains fierce—Olenoski sees opportunity. “It’s a fantastic time to be in healthcare IT,” he said. “We’re starting to see real investment in technology and some of the dividends of that. I think we’re on the verge of improving productivity after years of technology making things harder, not easier.”

Main Line Health has leaned into a multi-layered talent strategy, integrating a broad spectrum of expertise. A significant portion of its IT workforce has clinical backgrounds—something Olenoski considers a strength. From analysts to project managers, clinicians-turned-technologists help ensure digital solutions align with real-world care delivery. The organization’s summer internship program, now in its fourth cohort, has become another key component, serving as a pipeline for talent development and long-term workforce planning.

One intern even developed a custom automation tool to assist during the 2024 CrowdStrike incident, accelerating PC recovery. “We learn as much from them as they learn from us,” Olenoski said. “And they’re already making a meaningful impact.”

Taking Ownership of Talent Strategy

Leadership accountability is central to Olenoski’s approach. In contrast to a more passive model where hiring is delegated entirely to human resources, he advocates for hands-on engagement from IT leaders. “Leaders need to be accountable for their areas, and that starts with me,” he said. “I can’t say that’s the job of HR or finance. Whether it’s recruiting or talent management, I need to lean into those areas.”

That accountability extends beyond IT. Olenoski views the CIO role as integral to broader organizational recruitment efforts. By positioning Main Line Health’s technology environment as an asset, he aims to support other departments, such as nursing or finance, in attracting talent. Clinicians increasingly consider an organization’s digital tools when evaluating where to work, he said.

Internally, IT hiring and workforce development are collaborative endeavors. Hiring decisions—including intern selection—are made by teams that span departments, ensuring multiple perspectives shape the process and reduce bias. While Olenoski doesn’t personally interview every candidate, he maintains personal connections with all new hires. “Since the pandemic, I’ve made it a point to meet every new team member within the first 90 days,” he said. “It’s about emphasizing culture and building those people connections.”

Balancing Financial Acumen with Technological Vision

With a background in financial services IT and an MBA, Olenoski brings a strong understanding of financial literacy to the CIO role. In his view, a successful technology leader must grow beyond technical depth alone. “Technology is clearly my expertise,” he said. “But if I build out other skills—finance, leadership, marketing—that’s how I can make the biggest impact.”

He draws on the metaphor of a T-shaped resource: deep expertise in one domain and broad competency across others. That philosophy informs his approach to leadership development within Main Line Health’s IT ranks as well.

Exposure to diverse professional environments has also shaped Olenoski’s perspective. He described his MBA cohort—comprising professionals from government, pharma, retail, and automotive—as instrumental in developing a holis...