Following his recent appointment to the board of directors of St. Luke’s Hospital, a faith-based, nonprofit healthcare provider headquartered in St. Louis, I chatted with Jeff Davis, Perficient Chairman and CEO, about the distinction and his goals for working with the healthcare provider.
Jeff, thanks for the time. A Board of Directors appointment is an honor. What is your reaction to your appointment with St. Luke’s hospital?
Thanks for the interest, Connor. It really is an exciting development that has been in the works for a while now, and I’m humbled that the board has extended me this opportunity. I’m looking forward to bringing my experience both as chairman of Perficient’s own Board of Directors and my time serving in similar capacities to help guide St. Luke’s Hospital going forward.
This isn’t your first experience serving on a board of directors outside of Perficient. Can you share more about other organizations in which you are involved?
I’m also a member of the board of directors for the Cystic Fibrosis Foundation of St. Louis and a member of the University of Missouri Trulaske College of Business advisory board. I’ve really enjoyed my time on both and seeing how each organization has strategically evolved over the years to meet the needs of their constituents.
These are just a few examples of how I’ve been able to give back to the community in ways that are personal to me, and that’s something that’s true across Perficient. Our colleagues are incredibly active in giving back to their communities in meaningful ways that are personal to them. It’s one aspect of our company that I take most pride in – our highly philanthropic culture.
We’re big believers in giving back to the communities in which we operate, and healthcare tends to be where we invest much of our time and energy from a charitable perspective. We’re heavily involved with Autism Speaks, the Cystic Fibrosis Foundation, and several children’s hospitals on a local level across the country. Healthcare also happens to be our largest industry vertical, giving us experience on both an enterprise level and through community engagement efforts.
Read more about Perficient’s community engagement efforts at the Life at Perficient blog.
Could you talk a little more about our work in the healthcare industry?
We have a lot of exposure to the biggest names in the space, including nine of the 10 largest healthcare providers and the five largest health insurance plans. Those relationships have given us several opportunities to do meaningful, cutting-edge work to help them reduce healthcare costs, engage health consumers, and deliver enhanced quality of care.
This deep expertise combined with our ability to deliver quality solutions has routinely earned us recognition by technology partners and industry organizations with high-profile growth and performance awards. Just this year, Perficient was named the sixth-largest healthcare IT consulting firms by Modern Healthcare and received a Microsoft Health Innovation Award for enabling personalized care for one of the largest U.S. healthcare systems.
Read more: Modern Healthcare Ranks Perficient Among Top Ten Largest Healthcare Management Consulting Firms
Read more: Perficient Named a 2020 Microsoft Health Innovation Award Winner
How do you expect that expertise to influence your tenure with St. Luke’s Hospital? Conversely, how will your time on the Board of Directors influence Perficient’s healthcare expertise?
From Perficient’s perspective, I think it goes back to exposure. St. Luke’s Hospital is a premiere healthcare provider in the St. Louis area, and working hand-in-hand with them in this capacity will help expand our knowledge about the needs of the entire healthcare system, spanning from providers to patients.
I’m looking forward to bringing a digital technology perspective to the board of directors. Healthcare organizations face constant pressure to conform to healthcare consumer expectations in a way that matches their experiences in the evolving consumer markets space. This, all the while meeting stringent regulatory demand. Healthcare organizations need to combine data, strategy, technology, and design to build strategies that meet these demands. I think having that strategic, digital outlook will only help St. Luke’s Hospital continue to grow and evolve.
Thanks again for the time today. Is there anything else you would like to add before we wrap up?
Thank you. Again, I’m really honored and humbled to have received this opportunity, and I’m excited to begin working with other board members and the executive leadership at St. Luke’s Hospital to benefit their stakeholders.
