Alumni Spotlight: Dr. Geoffrey Nadzam ('04)

What have you been up to since you left Stanford?

I graduated from the Stanford General Surgery Residency Program in 2004. Upon reflecting on the last 22 years, my career trajectory took me from private practice surgery to graduate medical education leadership, to a medical directorship, then Chair of Surgery, and finally to my newest upcoming role as a Chief Medical Officer and Vice President of Medical Affairs.

My first job was serving as a general and bariatric surgeon in private practice at the Hospital of Saint Raphael (HSR) in New Haven, Connecticut. This hospital was not affiliated with the academic institution 1 mile away (Yale), but did offer an independent surgical residency training program. My first leadership role occurred when the program director of this residency program stepped down after the program was placed on probation. I was then appointed to that role and successfully turned the program around. After this first leadership position, my career track involved being assigned to ascending leadership roles that required strong change management skills during times of large integration efforts.

In 2012, Yale New Haven Health acquired HSR. Although this could have represented a roadblock in my career development, I looked at the acquisition as an opportunity to join this well-known academic institution. Because of my role as the Program Director of HSR’s General Surgery Residency Program, I was appointed site director of Yale’s residency program with an academic appointment as Assistant Professor of Surgery in the Yale School of Medicine. This was my first academic role, and I was instrumental in integrating two very different GME cultures. As this newly acquired campus required a local surgical leader, I shortly thereafter applied for and successfully obtained the position of Medical Director of Surgical Services for the Saint Raphael Campus (SRC) of Yale New Haven Health. In this role, I continued to integrate the SRC campus into Yale’s large healthcare system.

Recognizing my contributions to these integration efforts, Yale's Surgeon-in-Chief, Dr. Nita Ahuja, appointed me to serve as the Chair of Surgery at Lawrence and Memorial Hospital (LMH) at the onset of the COVID pandemic in April of 2020 to help lead a challenging integration effort on that campus. Like my previous institution, LMH was acquired by Yale in 2015. During my six years serving as Chair, I earned my Master of Health Administration from Cornell University. This 18-month hybrid program significantly enhanced my leadership abilities and understanding of healthcare business operations. I applied these skills beyond the department of surgery, intentionally serving on as many system-level committees with the goal of standardizing practices across the delivery network hospitals of one of the largest healthcare systems in the country.

After years of driving impact within surgical and operational leadership, I made a strategic pivot toward higher-level executive leadership. This past September, I was appointed Vice President of Medical Affairs and Chief Medical Officer at the University of Wisconsin Northern Illinois – SwedishAmerican Hospital, succeeding a highly respected retiring surgeon CMO.

Reflecting on my career, a common thread of success has been my approach to leadership: identifying critical problems, understanding diverse cultures, respecting established values, and effectively separating conflicting interests. Above all, I am guided by treating all parties with respect, kindness, and dignity. This philosophy is inspired by the Norman Rockwell print, "The Golden Rule," which has followed me since my residency and serves as a constant reminder that ethical leadership is built on empathy and a genuine commitment to people. The piece features people of many backgrounds and cultures gathered together, with the inscription: “Do unto others as you would have them do unto you.” I can’t think of a more appropriate rule to live by and, if given the privilege of leadership, to inspire others to follow.

What advice do you have for current residents?

First and foremost, be present in all that you do. Say “yes” to opportunities that come your way—but be mindful not to spread yourself too thin. Doing so will open unexpected doors and may lead you down paths to success you never imagined. Likewise, if an opportunity doesn’t feel right, don’t take it. You may find yourself surrounded by people who don’t have your best interests at heart.

Secondly, don’t be afraid to speak up, even when others hesitate to say what needs to be said. Today’s healthcare landscape is more challenged than ever, and we need leaders who embrace change, question tradition, and focus not only on the well-being of patients but also on the well-being of their caregivers. Physician burnout and the “second victim” phenomenon are powerful forces that can leave even the strongest physicians feeling hopeless.

Third, never forget those who helped you reach the privileged position of caring for the sick. Family and friends are invaluable, and we must honor the sacrifices they’ve made to help us achieve our dreams. Make time for them—even if it means earning less. Take a lesson from the terminally ill, who would give anything for more time with loved ones.

Above all, be kind. Treat the person who sweeps the hospital floors at night with the same respect as you would the CEO. Say “please” and “thank you” every time you ask for something in the operating room. And remember, we are judged by how we treat others when no one is watching.