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We've come a long way delivering innovative solutions. But our next chapter is still being written.
Our 22,600 engineers, scientists, software developers, technologists, and consultants live to solve problems that matter. We’re proud of the diversity throughout our organization, from our most junior ranks to our board of directors and leadership team.
Booz Allen takes pride in a culture that encourages and rewards the many dimensions of leadership—innovative thinking, active collaboration, and personal service. We’re particularly proud of the diversity of our Leadership Team and Board of Directors, among the most diverse in corporate America today.
I’ve worked in a Detroit emergency room. I’ve bagged groceries at A&P. I helped President Karzai rebuild Afghanistan’s healthcare system and I helped the Obama administration address problems with veterans’ access to medical care.
There’s not one of those experiences that doesn’t contribute great value to what I bring to Booz Allen’s clients. All of my work, at all levels, has brought me to where I am today.
As a leader in Booz Allen’s military health business, Dr. Rich Stone is responsible for projects supporting the military health system’s (MHS) transformation into a high-reliability organization. He also serves as a senior medical advisor for federal and commercial healthcare delivery transformation projects.
Rich is a practicing physician with an expansive breadth of public, private, military, and entrepreneurial experience. He most recently served as the principal deputy undersecretary for health at the Veterans Health Administration, where he functioned as chief operating officer of the nation’s largest healthcare system, with a constituency of 9.7 million U.S. veterans.
During a 23-year career in the U.S. Army Reserve, he gained experience commanding military medical units at all levels of leadership, from detachment to medical command.
As director of healthcare operations for the Defense Health Agency (DHA) transition team, Rich personally led the multidisciplinary joint team that provided business case analysis and business process reengineering to 10 major shared service areas encompassing over $30 billion dollars in annual MHS expenses. This work resulted in more than $1.2 billion in Department of Defense savings.
Rich’s civilian experience includes serving 5 years as a senior vice president at Sisters of Charity and Trinity Health Corp., where he managed ambulatory services and medical staff development, among other responsibilities. He also spent more than 35 years as an owner and practitioner at Stone Dermatology, a multigeneration family business started in 1956.
Rich holds a bachelor's of science in biology and chemistry from Western Michigan University, a doctor of medicine from Wayne State University, and a master of arts in strategic studies from the U.S. Army War College.
What advice would you give a new boss? I've led organizations from a few people to as many as 300,000. All leadership is the same. The most important thing early on is to move around the organization and listen. I've made all of my best decisions not at my desk, but while I was wandering around observing people work.
Next, don’t hire a bunch of people who are just like you. Recognize the need for extraordinary diversity of thought.
What do you do at Booz Allen? I help grow our work with the military health system. It’s in the throes of a significant transformation in how it delivers care and assesses readiness.
I work on deploying the new electronic health records (EHR) system, and in the area of high reliability healthcare—reducing the potential for patient harm.
I additionally work in a number of areas, including cybersecurity, in which our extensive capabilities may be extended into healthcare, which faces substantial challenges with protecting patient information and medical devices.
What are the greatest challenges facing healthcare right now? Evolving from a system designed to rescue people from life-threatening crises into one that reduces risk of catastrophic events like stroke and heart disease.
Health crisis intervention is wonderful work, but incredibly expensive. As we’ve become less healthy overall, there has been a massive increase in cost to society. Almost 16 percent of our economy goes to healthcare annually.
Reducing health risk requires a different structure than responding to catastrophe. We need systems that respond to individuals who want to change their behaviors and get those risks under control.
For example, how do we take patients on the verge of diabetes and help them make the necessary behavior changes to reverse that course?
The average American consumes about $6,000 in healthcare annually. Diagnosed with diabetes, that jumps to $25,000. The ability to reverse that has huge implications, financially and for quality of life.
What is the greatest opportunity in healthcare right now? Taking EHR data and tying it to the data that is outside health. This includes retail, wearable devices, etc.
For many it’s a little scary how much consumer information exists, but merging our retail behavior data with medical records and tying it into individualized risk reduction opportunities could be of extraordinary value.
What makes you excited to come to work in the morning? The exciting thing about working here is you’re surrounded by people with incredible talents in a collegial, team-based environment.
It’s fun for me at this stage, having already been through a couple of careers, to come to work every day knowing that I’ll learn something new.
What was your very first job? A bagger at A&P. They required a full month of training before we could touch a customer’s groceries, complete with a final exam.
It taught me that whatever you’re doing, no matter how great or menial you might think it is, do the best possible job you can.
Why do you have the career you have? After med school, I worked in Detroit emergency rooms for 3 years. I was terribly frustrated with the amount of violence I saw, so I pursued training in dermatology.
The hospital where I practiced in the early 1980s was building a new facility in a remote location, so I bought property nearby and partnered to build medical condominiums. That led the hospital system to invite me onto its finance board.
I moved up the corporate chain until right after 9/11, when I was called to active duty for the U.S. Army Reserve.
I eventually became the Army’s deputy surgeon general, worked with President Karzai on rebuilding Afghanistan’s healthcare system, and led the business process analysis that led to the stand-up of the Defense Health Agency.
I also served for a year with the Obama Administration as principal deputy undersecretary for health at the Veterans Health Administration.
What’s been your biggest accomplishment so far? Raising four kids and being married successfully for more than 20 years.
What’s the most influential book you’ve read? Microbe Hunters. My dad gave it to me when I was 12, and it led me toward a life in science.
It’s about how they developed microscopes and, looking through them, discovered an entirely different world.
What’s something not many people know about you? I’m the worst singer of all time. Even my dog runs away when I sing.