Righting the Ship – Reflections on My First Year as CEO of Sanford Behavioral Health
Tracy Rogers, LPC, LMHC, NCC, with her son and a big boat.
The weekend I signed on as CEO at Sanford Behavioral Health, my son began working on a new 10,000-piece Lego project. Ironically, it was a likeness of the Titanic that would take him a year to complete. I do not mean to say Sanford was a sinking ship, but the analogy of righting a ship and anchoring progress is apt as I reflect on my journey as CEO in my first year at Sanford Behavioral Health.
I did not arrive at this position uninitiated. In fact, I met Rae and David Green through a mutual colleague and happily worked with Sanford as a consultant for three years. However, when David Green offered me the CEO role, I thought long and hard about it. I knew what needed fixing, and I knew it would take personal adjustments and resiliency, but Sanford is privately owned and small enough to feel manageable. And I am all about making a positive difference in people’s lives. Rae and David Green made me want to be a CEO again, and they remain the heart of Sanford Behavioral Health.
Reflecting on my first year
Reflecting on my first year, we have weathered a ton of unexpected shifts and growing pains, even a few miscalculations. I have had to sit back and let the leadership team catch up, one milestone at a time. To liken it to my son’s project, the Titanic came in three boxes. When my son opened box two, we began the second quarter at Sanford, and as it turns out, we both learned similar lessons.
Sanford was scheduled to open the JOHN Treatment Center for Veterans and First Responders, and the opening was delayed. My son missed putting together an entire section of his Lego set from box one, so he couldn’t connect part one of the ship to part two. We both had to pivot to manage the frustration and fill the gaps.
The Sanford culture prioritizes clients and staff, so I find it difficult to talk about myself. After all, I wasn’t the only one driving the ship. But we began hitting revenue targets, expanded into new markets, and introduced our game-changing primary mental health program. JOHN eventually opened. Dare I say it was relatively smooth sailing by the beginning of the third quarter?
“I know my purpose, although I don’t always love it.” Tracy Rogers
Righting the Ship: Reflections on My First Year as CEO of Sanford Behavioral Health
Personal Development
First, I looked at the task at hand through the lens of resiliency and rekindled mentorships (some as old as 10 years) to prepare myself. I wanted to connect the strength of the leadership team to the grit of our clients who are going through so much to maintain mental health, sobriety, and wellness. There were tough decisions to make as I transitioned underperforming individuals (those who did not want to board the ship) and created an A-team of leadership and direct-care staff.
I’d like to say I prioritized self-care, but when you are the captain, you do what needs to be done. When we announced our 24/7 EZ Admissions initiative, I pulled the night shift. Taking overnight admissions calls was not just a symbolic gesture; it was a commitment to excellence. In fact, my direct involvement in the admissions process identified areas for improvement and resulted in data-driven decisions to enhance the quality of care.
“Tracy has been an invaluable mentor to leadership and staff alike, and her efforts will have a lifelong impact on the professionals she has touched.” David W. Green, Founder & Executive Chairman
Strategic Vision
In the first three months, all my time went to creating the foundation: people, processes, and planning. Of course, the strategic vision addressed revenue growth, the building of service lines, and the management of existing infrastructure. However, from my perspective, people are the strategy. A strategy that does not intentionally address people is not a strategy at all; it’s a wish list. Plans succeed or fail on the strength of workforce alignment plus engagement. Likewise, every strategic growth goal should prioritize workplace excellence and culture.
Inside my son’s model, there is an entire microcosm of tiny Lego people, furniture, and inner workings that no one sees, but without them, the model would collapse. When a client enters the doors of Sanford Behavioral Health, they don’t see the inner workings either. However, culture, training, passion, and expertise are experienced day to day. When someone is vulnerable, a humane person-to-person connection can be the difference between hope and despair.
With key staff members at the Mental Health Residential ribbon cutting.
Leadership Team Development
I spent countless hours thinking about personalities and developing talent, placing individuals in the right roles, and helping them understand their identities and purpose. We established Sanford’s Operational Excellence Team to formalize the strategic plan and introduce a stronger element of accountability across the organization. We also brought in Lori Bainum, an external consultant and mentor, to tap our potential as leaders and begin building a cohesive team. The appointment of Dr. Bibas Singla as Chief Medical Officer elevated our medical leadership and strengthened our clinical credibility, a milestone I am especially proud of.
As I said before, it is important to start with people. Returning to the Titanic analogy, the ship did not sink because of an iceberg. It failed because of decisions made, hierarchy, ignored warnings, and communication breakdown. As a leadership team, we set the tone and chart the direction. And the Sanford team has done a phenomenal job of pivoting on a dime!
“The ship is always the ship. It is how you move it through the water that counts.” Tracy Rogers
Positive Company Culture and Client Care
As CEO, my primary focus has been on creating a compassionate and inclusive culture that prioritizes well-being and growth for our employees, our clients, and the surrounding community. In my experience, a positive employee culture directly impacts patient outcomes. When employees feel valued and empowered, they are more likely to provide high-quality care. I also think that a strong company culture promotes safety, accountability, open communication, and effective teamwork. As a cohesive team, we feel comfortable speaking up about concerns and posing ideas. Sanford leadership takes ownership of their decisions, and it filters down to their teams.
People are a standalone pillar, separate from quality, safety, technology, financial growth, access to care, and operations. In that regard, we implemented a monthly Visions & Values town hall to improve community and communication. When it felt like we were “talking at” the staff instead of engaging them, we introduced Sanford United, an employee advocacy group that fosters communication, collaboration, and accountability.
Expansion of Sanford Programming
At the Sanford facilities, we face growth, volume, margin pressures, staffing concerns, and safety flags. I must create pressure to perform, but not so much pressure that the linestaff are afraid to shout, “ICEBERG!” Elevating and growing Sanford programs has been a delicate balance between expanding capabilities and maintaining quality and culture. That said, we did have some growing pains as we implemented a REM SPRAVATO Clinic, a full-continuum mental health program, expanded virtual options, a completely restructured admissions process, and opened JOHN (Just One Hero Needed), for Veterans and first responders.
With Clinical Director Tessa Sterling and Executive Director Matt VanLiere on the steps of the JOHN Veterans and First Responders’ exclusive treatment center.
24/7 EZ Admissions, Access to Care, and the Campus Concept
We implemented improvements across admissions, including specialized training and our signature 24/7 EZ Admissions. An admissions team member answers the phones at all hours, we have providers standing by for clearances all night long, and there is no wait for admission when emergent-care criteria are met. We take walk-ins. The Sanford admissions team serves as a sympathetic ear, helping find the right care, even if not with Sanford.
At the end of the day, our focus is on access to care. Sanford was built around the campus concept because when you separate mental health diagnoses, it disrupts treatment and lives. At Sanford Behavioral Health, individuals can access the full scope of mental health care (including substance use and eating disorders) in one place, without the need for outside referrals.
“Our campus model is not only structural but also functional, with natural touch points for our teams that ensure safe transitions of care.” Dr. Bibhas Singla, Chief Medical Officer
Community Outreach and Awareness
One of my primary objectives was to rebuild the community outreach and marketing efforts. We brought on an excellent team of leadership and representatives with a renewed focus on data-driven decision-making. Following transformative results, including a stellar CARF score in patient services and programs, we implemented bold plans and engaged directly with health systems and referral sources. We also delved into new marketing channels and tools, including AI integration, podcasting, and expanded social media presence, and prepared for shifting currents in the digital marketplace.
Participating in our new podcastL Mental Health Working Moms’ Gripe Session – find it wherever you listen to podcasts and on YouTube.
Finance, Accountability, and Data-Driven Systems
We are a business, and as a business, we have grown revenue and achieved solid EBITDAÂ results. We also achieved intelligent, focused, and meaningful expense reductions while expanding the scope and quality of Sanford programs. I am proud of the team’s dedication to improving operational efficiency, fostering a positive company culture, and delivering exceptional client service.
Our improved data systems provide key performance metrics and data in a user-friendly, actionable, and transparent way across all departments. We utilize AI-driven solutions across systems and departments to improve accuracy, efficiency, clinical support, workflow processes, and data reporting. We also deploy integrated financial dashboards to provide leadership with real-time insight into organizational performance.
Looking Forward
I told my father about writing an article that was a metaphor for his grandson’s Titanic project, and he asked me, “What would you have done differently if you were the captain of the Titanic?” With 114 years of hindsight, it was a fun exercise that applies to Sanford today. Humility, readiness, and communication come to mind. I would have employed better access to information for all passengers. I would have anticipated the potential for a crisis and had a seat on a lifeboat for everyone on board. Most importantly, I would have tried to be the kind of leader who engages their team at every level and listens when they bring a problem to be solved.
In 2025, the leadership team listened, learned, righted the ship, and set our course. We have weathered challenges, built trust, and positioned Sanford Behavioral Health for meaningful growth. In 2026, we sail forward with confidence, ready to build on the momentum we created together. Our leadership team has been laser-focused on leveraging our core strengths, capitalizing on emerging opportunities, and solidifying the Sanford brand as a leader in Michigan’s behavioral health landscape and beyond. As for my son, he’s looking forward, too. He just started the 10,001-piece, five-foot Lego Eiffel Tower.
If you or a loved one is struggling with a mental health condition, including addiction and eating disorders, click the link below to speak with an admissions specialist today. Experience 24/7 EZ Admissions: talk to a real person, get a free assessment, and start treatment 24 hours a day, 7 days a week. Walk-ins welcome.
