Intellectual Curiosity
Everyday is a learning experience. So if you do your best work in a structured environment with a known path forward, this is not the right place for you. Here you'll need to be comfortable navigating in an ambiguous environment and possess an innate curiosity that drives your thinking to the next level to get to the root of the tough problems.
Academic Excellence
Bottom line - we need the brightest people who have demonstrated their capabilities through an intense work ethic, intrinsic ambition and overall success in tough courses and extracurricular involvement - it's essential to quickly adapt to our world and the speed at which it moves.
Mind for Numbers
Numbers tell our stories and economics drive our behavior. You need to be a whiz at both. Sure, we're helping to improve healthcare and there is a soft-side to our work. But at the end of the day if you can't run a detailed analysis, you can't get the job done.
Natural Leaders
If you can run the numbers but they collect dust bunnies on a shelf, you haven't done your job. We need to influence and motivate our clients to action and that requires skilled leaders with proven abilities to build respectful and collaborative relationships.
Passion for Healthcare
Healthcare is our business. It's also our life and our passion. It should be yours too. If you're not out to make a substantial difference in this world, you're probably not cut out for Chartis.
Humility
Our clients don't work with us because we're smarter than they are. They work with us because we have a unique perspective on their business and we're open-minded enough to know we learn a lot in every conversation and interaction we share. The journey never ends.
If you are interested in joining The Chartis Group, please send your resume along with a cover letter to careers@chartis.com telling us why you're a good fit and why you want to work here.
Member profile: Cindy
Why did you join Chartis?
As I was interviewing, not only did I feel a great degree of alignment with The Chartis Group's vision, I observed a unique, genuine connection among the senior leaders of the firm. I was privileged to participate in a firm dinner during my interview process where I witnessed a group of individuals who were not just co-workers but long time friends who were able to poke fun at each other across a broad range of topics from views on sports to movies to even politics; all in a respectful way.
What keeps you at Chartis?
I love helping our clients anticipate and build for the future; to create the next market opportunity rather than react to market factors. We're able to bring this level of thought leadership to our clients because we push each other. In the end, it's not about who's right, but how robust and innovative the solutions are that we bring our clients. Working in this creative environment is exciting. I also enjoy building for the future of our firm - our services, our people. We're a growth firm and that comes with its challenges, but we're committed to each other to be the best in a way that enables us to live balanced lives.
What interesting work have you done at Chartis?
Much of the work we do is with academic medical centers (AMCs). These providers serve a tripartite mission - clinical, research and education - and are often comprised of multiple entities within a single organization. The AMCs who are flourishing have learned to put their individual "entity" interests aside and work together to enable "all boats to rise."
I recently served an AMC in the West that historically did not work well together across the three missions. We brought the hospital, school of medicine and practice plan together to develop a new vision and strategy for the enterprise. Each entity had to work together to make some tough decisions, such as prioritizing select clinical service lines to grow in the near term to establish a more solid economic platform, and eliminating legacy funds flow support agreements that were based on individual demands rather than organizational priorities. There were many organizational challenges to work through, but in the end, each entity agreed they were in a materially better place than when the project started. And that's rewarding - to be a catalyst in accelerating an organization's performance.
Education
BS, Northwestern University, Journalism & Economics
