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CHEF Member Spotlight: Kim Byas, Sr., PhD, MPH, FACHE, FACHDM (copy)
1. Tell us about yourself.
I have been Associate Director/Chief Operating Officer (COO) of Jesse Brown VA Medical Center (JBVAMC) since May 2024. My portfolio includes Biomedical Engineering, Emergency Management, Engineering, Facility Master Planning, Fleet Services, Occupational Safety and Health (including Radiation Safety), Privacy, Supply Chain Management, and Veteran Transportation Services/Beneficiary Travel. I also liais with the Great Lakes Acquisition Center, Fiscal Service, and Human Resources.
I joined the Department of Veterans Affairs in 2012 as a Graduate Healthcare Administration Training Program (GHATP) Fellow. My administrative and supervisory experience spans Nursing, Ambulatory Care, Patient Administration Service (PAS), and VA Central Office’s Pharmacy Benefits Management (PBM). After serving as JBVAMC’s Assistant Chief of PAS, he became Acting Health System Specialist to the Medical Center Director in October 2019 and Assistant Director in January 2021.
2. Describe your career opus, or something you are most proud of.
From VA administrative fellow to JBVAMC’s COO and Associate Director, I’ve come to appreciate the people, systems, and partnerships behind exceptional Veteran care.
I’m proud of mentoring and empowering others to make a difference for Veterans. Leadership means service, integrity, collaboration, and developing people, helping teams navigate challenges, improve operations, and feel valued.
3. What is a famous quote that resonates with you?
“Everything happens for a reason,” “Keep it simple,” and “WAIT – Why Am I Talking?” capture my approach: listen first, lead purposefully, learn from life, and remember what matters.
4. What book or podcast do you recommend as helpful to your career?
“The 7 Habits of Highly Effective People” by Stephen R. Covey shaped my leadership, relationships, and decisions at work and beyond. I value Covey’s emphasis on accountability, growth, and integrity in all areas of life.
5. Describe the benefits you derived from CHEF membership and involvement.
ACHE supports my education and personal and professional growth. Earning FACHE marked my commitment to lifelong learning, ethical leadership, and healthcare management excellence.
ACHE and CHEF connect me with healthcare leaders and fresh perspectives on our profession’s changing challenges and opportunities.
My CHEF Committee Chair and Board roles broadened my perspective and strengthened my leadership through collaboration across organizations and career stages. Those relationships reinforced the value of mentorship and giving back.
6. What pearl or piece of advice did you learn from a mentor?
A mentor taught me to make time to rest, recharge, and care for myself. In healthcare, caring for others and juggling priorities can overshadow our own well-being. Leadership is a marathon, not a sprint. Knowing when to rest matters as much as pushing forward.
7. What are your personal interests outside of work?
I enjoy physical fitness to support my mental and physical well-being, and spending time with my partner, family, and friends. International travel is a passion, where I aim to visit one new destination each year to experience different cultures, meet new people, and gain perspective.
Mr. Ryan Landi has served as the Associate Director/ Chief Operating Officer of the Jesse Brown VA Medical Center since May 2024.
In this capacity, he provides executive leadership and oversight for several critical operational and administrative functions, including Biomedical Engineering, Emergency Management, Engineering, Facility Master Planning, Fleet Services, Occupational Safety and Health (including Radiation Safety), Privacy, Supply Chain Management, and Veteran Transportation Services/Beneficiary Travel. He also serves as the facility liaison to the Great Lakes Acquisition Center, Fiscal Service, and Human Resources.
Mr. Landi began his career with the Department of Veterans Affairs in 2012 as a Graduate Healthcare Administration Training Program Fellow. Throughout his career, he has held numerous administrative and supervisory positions across Nursing, Ambulatory Care, Patient Administration Service , and Pharmacy Benefits Management at VA Central Office. He also served as Assistant Chief of PAS at JBVAMC. In October 2019, he was appointed Acting Health System Specialist to the Medical Center Director, a position he held until his selection as Assistant Director in January 2021. He subsequently assumed his current executive leadership role in May 2024.
A native of the Chicagoland area, Mr. Landi holds a Master of Health Administration and a Master of Public Health with a concentration in Policy from the University of Iowa. He is a Fellow of the American College of Healthcare Executives, a distinguished professional credential recognizing healthcare management expertise, leadership, and commitment to professional excellence. He has also demonstrated his commitment to advancing the healthcare leadership profession through previous service in chair and board leadership roles with the Chicago Health Executives Forum, the local chapter of the American College of Healthcare Executives.
Advancing Equity in Our Communities: A Shared Responsibility
Equity is more than a concept. It is a commitment to ensuring that every person has access to the resources, opportunities, and support they need to achieve their full potential. Unlike equality, which provides the same resources to everyone regardless of circumstances, equity recognizes that individuals and communities face different barriers and therefore may require different levels of support to reach similar outcomes.
Across the United States, significant disparities continue to exist in education, housing, employment, transportation, healthcare, and economic opportunity. These disparities often disproportionately affect communities of color, low-income populations, individuals with disabilities, and other historically marginalized groups. As a result, where a person lives, learns, works, and plays can have a profound impact on their overall well-being and life expectancy.
Equity in the community begins with understanding social determinants of health, which are the conditions in which people are born, grow, work, live, age, and worship. Research has shown that factors such as stable housing, access to nutritious food, quality education, safe neighborhoods, and economic security influence health outcomes more than medical care alone (World Health Organization, 2024). When communities lack these essential resources, residents often experience poorer health outcomes, increased chronic disease rates, and reduced opportunities for social and economic mobility.
Achieving equity requires intentional action from multiple sectors. Healthcare organizations can improve access to care by offering services in underserved neighborhoods, addressing language barriers, and incorporating community health workers into care teams. Educational institutions can provide equitable learning opportunities and support systems for students facing economic or social challenges. Employers can create inclusive workplaces that promote fair hiring, advancement, and compensation practices. Local governments can invest in infrastructure, affordable housing, public transportation, and community development initiatives that strengthen neighborhoods.
Community engagement is also a critical component of equity work. Solutions are most effective when they are developed with community members rather than for them. Residents possess valuable lived experiences and insights that can inform policies, programs, and services. Meaningful engagement fosters trust, promotes collaboration, and helps ensure that initiatives address actual community needs rather than perceived ones.
Furthermore, advancing equity requires ongoing evaluation and accountability. Organizations and leaders must examine data to identify disparities, measure progress, and adjust strategies when necessary. Transparency in reporting outcomes and engaging stakeholders in decision-making processes helps build trust and sustain long-term change.
While the challenges associated with inequity are complex, meaningful progress is possible when communities work together. Every sector has a role to play in creating environments where all individuals can thrive. By prioritizing equity in policies, programs, and everyday decisions, we can build stronger, healthier, and more resilient communities for current and future generations.
Equity is not simply about fairness. It is about creating opportunities for everyone to succeed. When we invest in equity, we invest in the collective well-being of our communities, strengthening the social and economic tapestry that benefits us all.
References
Braveman, P., Arkin, E., Orleans, T., Proctor, D., & Plough, A. (2018). What is health equity? Robert Wood Johnson Foundation. https://www.rwjf.org/en/insights/our-research/2017/05/what-is-health-equity-.html
Centers for Disease Control and Prevention. (2024). Social determinants of health (SDOH). https://www.cdc.gov/about/priorities/social-determinants-of-health.html
World Health Organization. (2024). Social determinants of health. https://www.who.int/health-topics/social-determinants-of-health
