Shane Strum embraces his dual role as president and CEO to lead Broward Health and Memorial Healthcare Systems down a bold path for healthcare.
For more than three decades, Shane Strum has been a fixture in the healthcare industry, leaving an indelible mark on both the business and operational sides. From lowering the cost of prescription drugs to expanding telehealth services, Strum’s career has been defined by a relentless drive to improve access to high-quality healthcare.
As the president and CEO of Broward Health and interim CEO of Memorial Healthcare System (MHS), Strum is spearheading efforts to bring transformational change to South Florida’s healthcare landscape.
A family legacy and early inspirations
You might say Strum’s career path was inevitable. Growing up in his native South Florida in a family where both parents worked in the healthcare field—his father was a physician and his mother a nurse—Strum was immersed in medical discussions from an early age. “Our dinner table conversations were often about new techniques, the growth of hospitals, and the changing face of healthcare,” he recalls. “I saw firsthand how critical hospitals are to a community. They’re often invisible until you need them, but when you do, they are a vital resource.”
He was particularly influenced by the nonprofit model of Broward Health and Memorial Healthcare, both of which were established by the Florida legislature to serve the community’s healthcare needs. “Both organizations are integral to the community,” Strum says. “Memorial has been serving the region since the early ’50s, and Broward Health has a long history of being a trusted provider. We are not just healthcare systems; we are a community asset, and that is something I’ve always been passionate about.”
He is hopeful that the broader healthcare landscape will continue to evolve in more ways that benefit patients. “Broward Health and Memorial are both safety-net systems, which means we care for everyone, regardless of their ability to pay,” he says. “That’s a core part of our mission, and it’s something our employees take very seriously.”
Dual role: Leading two major health systems
In September 2023, Strum took on the unprecedented challenge of becoming the interim CEO of Memorial Healthcare System while continuing to serve as president of Broward Health. Managing both roles is no small feat, but then Strum is no stranger to juggling multiple responsibilities. “It’s about managing time and staying organized,” he says. “Both systems have strong teams and boards, and that makes a big difference. It’s a challenge, but I’m fortunate to have incredible support at both organizations.”
His approach is systematic: a structured daily schedule, clear priorities, and a focus on listening and gathering feedback from both teams. “I make lists every day and roll over tasks if I can’t get to them,” Strum explains. “The key is staying in constant communication with both organizations and being responsive to the needs of the community.”
Under his guidance, both systems are investing heavily in expanding access to care, especially in underserved areas. His leadership is focused on long-term growth and improving patient outcomes. “Our goal is to create a stronger healthcare experience in South Florida by fostering collaboration between the two systems, sharing best practices, and finding ways to enhance the patient journey,” he says.
Addressing challenges and seizing opportunities
As healthcare constantly evolves, Strum views the changes not as challenges but as opportunities. “The biggest task is prioritizing which growth opportunities to fast-track,” he says. “We have ambitious plans to build new facilities and introduce innovative solutions that will benefit our community for years to come.”
He is particularly focused on addressing healthcare disparities in South Florida, particularly in maternal care. “In some parts of our community, there’s a real shortage of access to OB-GYN services,” he says. “The areas of Lauderhill, Lauderdale Lakes and Oakland Park are actually considered a ‘maternity desert.’ That’s why we opened a new 5,000-square-foot facility in Lauderhill to offer prenatal care and maternity services. By bringing in three OB-GYNs from Broward Health, we are giving women in that area the care they need, when they need it.
“Our goal is to be proactive, to provide services that prevent problems before they start,” he explains. “If we can intervene early with things like prenatal care, we can avoid complications down the road, which helps both mothers and babies stay healthy and avoid expensive treatments in the NICU.”
Exciting projects also on the horizon include the construction of five new freestanding emergency rooms across Broward County. Memorial Healthcare recently announced two new ERs in Pembroke Pines and Miramar, while Broward Health is moving forward with additional facilities in Holiday Park, Sunrise, and Lighthouse Point. These additions are part of a broader strategy to increase access to emergency care and make healthcare more accessible “by bringing services closer to where people live,” Strum notes.
Strum is also focused on harnessing the power of technology to improve patient care. Both Broward Health and Memorial Healthcare are implementing electronic medical records systems that will allow for more seamless communication between hospitals and emergency services. “If a patient comes into our ER that’s been in an accident, for instance, we want to have their medical history at our fingertips, especially in critical situations,” Strum explains. “We no longer have to wait for records to be faxed to us or call other facilities. Now, through MyChart, we can see patient information in real-time.”
Memorial Healthcare System has been using this technology for over 14 years, and now Broward Health is investing $250 million to implement similar systems. “This kind of innovation is going to save lives,” Strum says. “In an emergency, knowing whether a patient is allergic to a medication can make all the difference.”
Building collaborative partnerships
Strum believes that collaboration between Broward Health and Memorial Healthcare is key to strengthening the region’s healthcare ecosystem. “Both systems have incredible strengths, but there are areas where we can learn from each other,” he says. “We’re looking at ways to reduce redundancies, streamline processes, and share resources.”
One initiative Strum is particularly excited about is the potential for cross-credentialing physicians between the two systems. “Why not have doctors who are credentialed at both Memorial and Broward Health?” he proposes. “This will allow us to provide more comprehensive care, especially in specialties where we both have strengths.”
Joint board meetings are also being held to help both organizations align their objectives and prioritize projects. “This collaborative approach is going to help us move faster and be more effective in achieving our shared mission: ensuring a healthier Broward County,” Strum says.
“Many people would ask, Why do we need two systems?” he says. “But think of the brain power of two organizations like this. Working together makes us stronger, gives us great energy, there’s wonderful research being done — it’s a lot of good stuff.
“At the end of the day,” he concludes, “it’s all about improving the health of our community.”
