Bill McKeon

More research is done on this campus than anywhere in the world.

So people don't come here just to be clinicians.

They come here

to do some breakthrough research.

And so many of the research of many of the drugs that are discovered happen on this campus.

Many of the surgical procedures that we've learned have been developed on this campus.

So that's been really exciting for us.

When I came in and found the organization, the Texas Medical Center Corporation, which serves as the umbrella for this medical city, I saw that it was largely focused on infrastructure, physical infrastructure.

So many of the things it touted when I arrived here, it had the largest parking operation in North America.

It had the largest laundry, the largest chilled water and steam facility.

It managed over 10 miles of streets and security across 1400 acres.

So in each one of those examples, it was always about physical infrastructure.

And I thought there was so much of a greater opportunity for this organization to drive many of the programmatic opportunities across this medical center.

I think the first achievement that we all accomplished was we really right-sized the organization and brought in a lot of partnerships and expertise.

We really thought, unless we can be world-class in what we're doing and operating, we're going to bring partners in to help us do that.

So that was the early couple of two or three years of my time here was really getting the operational machinery working well.

And that grew our margins, which allowed us to invest into other areas.

So one of the first areas that we focused on was innovation.

And how do we really curate and accelerate companies in the Texas Medical Center?

At the time when I arrived, it was done independently by each institution.