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Richard B. Davis –
Columbus Torch club Vice President Candidate Selected responses from Candidate Information and Experience Forms. |
Roles at Regional or Association level:
Demonstrated leadership in one or more organizations:
Other volunteer roles:
Volunteer for Project HOPE for China and Honduras projects -7 Years: Helped to develop the accreditation standards for perfusion education through the AMA and served as a site visitor for the premier programs in the US.
Educational Background:
Torch or Other Professional Volunteer Honors:
How would you describe your leadership style?
Coaching. While I admit to adjusting my style to the individuals and situations as needed, my priority has been to develop staff skills by improving their knowledge base and decision making to build on strengths and mitigate weaknesses. As a content expert among administrative and clinical leaders, I was effective at coaching up as well.
What do you see as the most pressing issue(s) facing IATC today and how might you address it?
Membership both in number of clubs and their size. I believe the Strategic Plan is the appropriate approach to restore Torch to its earlier status. The time and energy of the Board must support its implementation. The growth in club size must come from the local clubs but giving them the tools to recruit is critical. Adding clubs is much more so derived from the direct efforts of IATC. Having a core interested group is required to start a new club, but financial support for the startup overhead and direct participation, and inspiration, from experienced leaders, on or off the Board, must work directly with that core to build the participation to viable levels.
If you could change one thing about how Torch operates, what would it be?
I believe the IATC has been too authoritarian. We are there to help and support the clubs in their endeavors.
What do you like best about Torch?
It’s the deep friendships that I value, both locally and at the IATC levels. The broader knowledge from papers and presentations is interesting and rewarding, but there are multiple other outlets to develop knowledge.
- IATC Convention Director (5 Years)
- IATC Treasurer (4 Years)
- Researcher, History Committee (2 Years)
- Management Company Selection Sub-Committee (7 Months)
Demonstrated leadership in one or more organizations:
- Akron-Canton Center Coordinator-MIS-Coordinating Biomedical Services for 10 Hospitals (3 Years)
- Division Director Circulation Technology-Teaching and directing Baccalaureate Program (8 Years)
- Chair Faculty Council (Elected) for the School of Allied Medical Professions (2 Years); Strategic Planning Committee Chairman, SAMP (2 Years)
- Chief Operating Officer-Ross Heart Hospital at Ohio State-Operational oversight of 150 bed,
$400M specialty Hospital (2 Years) - Associate Executive Director-University Hospital at Ohio State
Operational oversight of 1,100 bed $1.8B Acute General Hospital (6 Years)
Other volunteer roles:
Volunteer for Project HOPE for China and Honduras projects -7 Years: Helped to develop the accreditation standards for perfusion education through the AMA and served as a site visitor for the premier programs in the US.
Educational Background:
- BS Electrical Engineering (Biotechnology) Carnegie Mellon University
- MS Electrical Engineering-Bioengineering, CMU
- PhD BioMedical Engineering with minors in Statistics, Electrical Engineering and Cardiac Physiology,
Ohio State University
- 3 years developing the Akron Cancer Center for a consortium of 10 hospitals of a nonprofit, hospital owned shared service (MIS) with 3 other centers
- 14 years of administrative and teaching service for an academic specialty in Allied Medical Education at Ohio State while working in the Hospital
- 39 years of advancing roles in biomedical engineering and Hospital leadership at Ohio State University Hospital and James Cancer Hospital
Torch or Other Professional Volunteer Honors:
- Tenured regular Faculty OSU (1985)
- OSU Hospital Board Resolution of Commendation (2011)
- IATC Gold Award (2021)
How would you describe your leadership style?
Coaching. While I admit to adjusting my style to the individuals and situations as needed, my priority has been to develop staff skills by improving their knowledge base and decision making to build on strengths and mitigate weaknesses. As a content expert among administrative and clinical leaders, I was effective at coaching up as well.
What do you see as the most pressing issue(s) facing IATC today and how might you address it?
Membership both in number of clubs and their size. I believe the Strategic Plan is the appropriate approach to restore Torch to its earlier status. The time and energy of the Board must support its implementation. The growth in club size must come from the local clubs but giving them the tools to recruit is critical. Adding clubs is much more so derived from the direct efforts of IATC. Having a core interested group is required to start a new club, but financial support for the startup overhead and direct participation, and inspiration, from experienced leaders, on or off the Board, must work directly with that core to build the participation to viable levels.
If you could change one thing about how Torch operates, what would it be?
I believe the IATC has been too authoritarian. We are there to help and support the clubs in their endeavors.
What do you like best about Torch?
It’s the deep friendships that I value, both locally and at the IATC levels. The broader knowledge from papers and presentations is interesting and rewarding, but there are multiple other outlets to develop knowledge.