HJNO Sep/Oct 2025

DIALOGUE 8 SEP / OCT 2025 I  HEALTHCARE JOURNAL OF NEW ORLEANS Greg Stock earned a Bachelor of Arts degree in 1978 and a Master of Health Care Administration/Public Administration degree fromBYU in 1980. After gaining initial exposure with a smaller hospital company, Stock joined HCA in 1981 as a CEO. Over the next nine years, he was CEO of three different HCA hospitals in South Dakota, Missouri, and Oregon. He gained valuable experience leading the financial turnaround of two facilities during that time. Development of new services, recruitment of key physicians, improved productivity, and market share gains were realized in both for-profit and not-for-profit settings. Stockbecamechief executiveofficerof ThibodauxRegionalHealthSystemin1990. Thibodaux Regional has experienced significant growth under Stock’s “results-oriented” leadership, and he has brought the medical center to a significantly higher level of performance. Greg Stock, MHA CEO of Thibodaux Regional Health System ONE on ONE Dianne Hartley, Editor Greg, thanks for taking the time for this One on One. You have been Thibodaux Regional’s CEO since 1990. Tell us about your journey to becoming CEO. What drew you to healthcare in the first place, and what’s kept you in it all these years? Greg Stock My healthcare journey began when I was 25 years old. I went to work for Health Corporation of America in a fairly small hospital in the upper Midwest. It was a steep learning curve and not that easy. I was drawn to healthcare after begin- ning pursuit of a master’s degree in public administration. My goal at that time was to become a city manager. After speaking to friends in the manage- ment graduate school, I realized that health- care might be a way to go. Each of these friends was on a pathway to healthcare administration. After speaking to them further, and intro- ducing myself to several different hospital CEOs, who were good enough to speak to me about their careers, I changed course and began a clear pursuit of becoming a hospital CEO. What has kept me in healthcare all these years are the continuous challenges and leadership priorities that require constant attention. Internal reward has also occurred as a result of the people I work with, the patients we serve, and the communities we also serve. I feel that healthcare, in a certain sense, is a sacred calling. Editor Tell us about Thibodaux Regional and its culture. Stock Thibodaux Regional Health System is a great hospital and system in my opinion. Much of it is based in a very healthy cul- ture centered around the patient, around excellence, around what we call perfor- mance from the heart. All of those things and more like them, create an organization that‘s able to consistently produce high lev- els of patient engagement, patient experi- ence excellence, and the clinical outcomes and other related matters that are also very, very good. Editor What has been your guiding leadership philosophy, and how has your strategy evolved over more than three decades? Stock A guiding leadership philosophy for me is put the patient first, no matter what. Put the patient first and do your very best to walk the talk and to get others to walk the talk. The application of that philosophy