Bradley Haws returns to Iowa as CEO of UI Hospitals & Clinics

Bradley Haws, MBA, joined the University of Iowa in November 2023 as CEO of UI Hospitals & Clinics and associate vice president for UI Health Care.

Haws was no stranger to Iowa—he served as chief financial officer for UI Health Care from 2018 to 2021 before spending two years as CFO with Emory Healthcare, part of Emory University in Atlanta. 

“I am thrilled that Brad returned to Iowa,” says Denise Jamieson, MD, MPH, UI vice president for medical affairs and the Tyrone D. Artz Dean of the Carver College of Medicine. “He has a proven track record of excellence in health care management, particularly in academic medicine. He’s a great collaborator and brings a passion for serving our mission.” 

Prior to Haws’ arrival, Kimberly Hunter, DNP, MBA, RN, NEA-BC, served as interim CEO of UI Hospitals & Clinics in addition to her role as chief nurse executive.

Haws reflected on return to UI Health Care:

Q: What drew you back to Iowa?

Coming to Iowa initially for the CFO role was a wonderful discovery about Midwestern culture and the people. I think UI Health Care has such a special mission in the state, and this is really a unique opportunity to help lead that mission.

When I came back to interview for the CEO role, it was like reconnecting with friends and good acquaintances. I’m excited to work with such a great team. Looking back at my experiences as CFO and now having the opportunity to come back and do even bigger things is exciting.

Q: What are UI Hospitals & Clinics’ strengths in terms of reputation, people, or programs?

I am very happy to work at an academic medical center. I think the draw of academics brings great faculty, which brings great research and discovery, but it also brings great health care and great outcomes. We have a unique mission in that way. The capacity to be able to treat all the folks who want or need our care is a big challenge and a big opportunity moving forward.

Q: How have you approached your first months on the job?

I like to listen a lot. And especially in this situation, where I've been here before, it would be easy for me to come back and say, “Oh, I know about that.” It’s been important to listen and understand other people's perspectives and then bring the solutions forward.

One of the key assumptions in lean management is: Don't assume the answer. Get as much data as you can, find out what you're going to test or try as a solution, and then measure it. We all have opportunities for improvement, but I don't want to assume where those opportunities are. I depend on a lot of people to give me input, but ultimately, it's part of the CEO’s job to make decisions and move forward.