Dr. Mandy Eaton became president and chief executive officer of Memorial Health on April 1, succeeding Ed Curtis following his retirement. She previously served as executive vice president and chief operating officer of Cone Health, a nonprofit health care organization that includes five hospitals and numerous outpatient locations serving a five-county area in North Carolina. Before assuming that role, she was the organization’s executive vice president for people and culture and she has also held other human resources roles.
She completed her undergraduate and graduate studies at the University of North Carolina at Chapel Hill, graduating with a bachelor’s degree in public health and a master’s degree in health care administration before earning a doctorate degree in leadership studies from North Carolina A&T State University.
A resident of Springfield, Eaton’s past civic involvement includes serving on the boards of United Way and Girls on the Run. She was the keynote speaker for the Bereaved Parents USA national conference in 2024.Â
Where were you born and raised, and what was your first job?
I was born and raised in upstate New York near Syracuse. My first job closest to health care was working during high school as a unit helper at a nursing home. I got the opportunity to work beside nurses and licensed practical nurses and to interact with the residents. I really loved that and it was one of the things that inspired me to be in health care.
How did you become interested in the Memorial Health position?
Memorial really found me. A recruiter called me one day and said they had this opportunity that matched my strengths and skill set. My first question after they described it was ‘Great, but tell me where Springfield, Illinois, is (laughs)?’ I found the Memorial organization to have tremendous potential. Its mission is to improve lives and build stronger communities through better health. I joined this system because I saw the opportunity to help align that mission with performance.
How can health systems continue to provide high-quality care in this era of shrinking government support?
It’s a systemwide ripple effect that demands our action. The federal shifts in reimbursement and care models are really shaping how we define value. We will use data to identify gaps, strengthen outcomes and align our financial strategy with the needs of our patients. Our payers, providers, vendors and leaders have to be in this together. It is a call to action to redesign, not just revise. We need to stop trying to modernize what was built for a different era and start building what today actually requires.
Do you see any light at the end of the tunnel for declining rural health care?
Rural health care struggles the most with recruiting caregivers and providers that small rural communities need. If we can stop over-engineering systems and create environments where caregivers have the space to be with patients, to do the work they are trained for and are passionate about doing, I think rural health care has a chance. How people in rural areas receive health care looks different than how people receive health care in urban communities.
What needs to be done to ensure that all people, regardless of income or ethnicity, receive equal access to health care?
It’s important to understand that there are disparities in health care, and COVID-19 really brought those to light. We need to provide care that meets the needs of communities, meeting people in their communities and building trust and relationships.
How can already overtaxed systems prevent burnout among health care professionals?
When you work hard to build a sustainable and healthy culture, you get the right people with the right mindset. The results for patients will inevitably follow. I look forward to making sure that people come to work every day knowing that they are making a difference for the people they are privileged to serve. When we take really good care of our people, colleagues and clinicians, they’re in turn going to take really good care of our patients.
Is there enough personal, human interaction in today’s health care system?
People don’t know that the quality of care they’re receiving is top-notch. What they do know is how they were made to feel and how they were cared for. We’re trying to hone in on the strengths that are already here at Memorial, and that manifests a great environment for those connections with patients to take place.
What new developments are on the horizon regarding how people receive health care?
We’re focusing on access to care, something that people should count on from their health care providers. We’re focusing on talent development because the pipeline for talent in health care is slowly drying up, so we are working very hard to retain and recruit those people who truly love this field. We are also upgrading our electronic health records and optimizing technology. These things are central to how health systems better deliver on their commitment to patients.
What is the prognosis for the health care industry in central Illinois?
The prognosis is really good. We are fortunate to have an array of health care in Springfield, the likes of which I’ve never seen in my 30 years in the industry. For a population this size in central Illinois, the vast array of services is unheard of.
Why is community involvement important for all professionals, regardless of the industry in which they work?
Our communities shape who we are and we shape our communities. It’s a symbiotic relationship. No community is worth anything without the people in it, and people working together are always better. Bigger isn’t always better, and when communities come together to accomplish something better, they’re virtually unstoppable.
What may people be surprised to learn about you?
I love to spend time in nature with my dogs and my husband. We love to hike and enjoy peaceful, quiet surroundings.
This article appears in SBJ September 2025.