Josen Thomas, Senior Director, Division of Cardiovascular Services, Jackson Heart Institute, Jackson Health System

In an interview with Invest:, Josen Thomas, Senior Director of the Division of Cardiovascular Services at Jackson Heart Institute, highlighted technological advancements that allow it to provide top-tier cardiac care in South Florida. He also discussed budgeting strategies for offering accessible care for all patients.

What have been the key milestones for the Jackson Heart Institute over the last 12 to 18 months?

Over the past 12 to 18 months, we have made several advancements. First, we onboarded new medical staff, including a new head of our heart surgery department. Additionally, we have begun handling more complex cases.

We are also in the process of establishing an aortic center and are close to starting an Arrhythmia program. Construction projects for new cath labs are also underway to support these initiatives.

What key factors have contributed to Jackson Heart Institute’s reputation as South Florida’s most comprehensive cardiology program? 

One of our defining strengths is that we provide care throughout the entire life cycle, from neonatal to end-of-life cardiac care. For instance, we handle congenital conditions in newborns and adult congenital heart diseases, which refers to structural heart diseases present at birth.

We also operate one of the best STEMI programs in the area. STEMI, or ST-elevation myocardial infarction, is a severe type of heart attack. Our team intervenes promptly to restore blood flow to blocked arteries, often achieving record times. We aim to remain under 60 minutes, with our actual intervention times ranging between 20 to 50 minutes.

Additionally, we perform heart surgeries for both pediatric and adult patients, covering the full spectrum of cardiac surgery, including aortic surgery. We are the only hospital south of Tampa, in the tri-county area, offering all these services in one location.

With heart disease being a leading health issue in the country, what strategies are in place to ensure effective treatment and prevention?

We are deeply committed to both treatment and prevention. Our strategies include hosting community programs, operating clinics across our hospitals, and organizing cardiac symposiums through our marketing and business development departments to raise awareness.

We also have specialized programs for heart failure and hypertension, particularly in areas where these diseases are more prevalent. At our health events, we screen patients and educate them about health maintenance.

Our primary care doctors and cardiologists focus heavily on prevention, promoting lifestyle changes, regular checkups, and screenings, such as annual lab work, EKGs and echocardiograms. For individuals with a family history of cardiac disease, we emphasize detailed annual evaluations and follow-up. Preventive measures at the community clinic level are key to reducing the need for hospital care.

With advancements in cardiology technology, how has the Jackson Heart Institute incorporated new tools and techniques to enhance patient outcomes?

Jackson Heart Institute is recognized as a leader in handling complex cardiac cases that community hospitals are often unable to manage. Within Miami-Dade County and the tri-county region, we are renowned for our expertise in heart transplants, heart failure programs, high-risk heart surgery, high-risk PCI (percutaneous coronary intervention), and stent placements.

One of the core aspects of our success is our integration of cutting-edge technology. For instance, we employ devices such as the Impella device during high-risk PCI procedures. Impella is a small catheter-based pump that supports the heart by maintaining blood flow during critical interventions, such as stent placements. This allows us to perform these delicate procedures with a higher success rate and improved patient safety.

Our LVAD (left ventricular assist device) program is another significant innovation. LVAD is a mechanical pump implanted in patients with advanced heart failure to help the heart circulate blood more effectively. This technology often serves as a bridge to transplant or a long-term solution for patients ineligible for transplants.

Additionally, we utilize ECMO (extracorporeal membrane oxygenation) technology for patients in shock with severe cardiac and respiratory failure. ECMO temporarily takes over the function of the heart and lungs, providing life-saving support during critical situations. These advanced tools, combined with the expertise of our surgical and medical teams, enable us to extend patients’ lives and significantly improve their quality of life.

What truly sets us apart is our holistic approach to care. Beyond the physical treatment of patients, we address their emotional and psychological needs, as well as those of their families. 

What is your view on the labor market and what strategies do you have in place to attract and retain talent?

Currently, we have no open positions. I have filled every position since last year, and it is because of our recruiting campaign, competitive pay/benefit package and the work environment. My department is like a family. Once employees come here, they see what we do and want to be part of the journey, both with us and the patients. For example, I have an employee who has been here for over 20 years.

When a position opens, we will fill it swiftly. Workforce challenges do exist, but my team and I work closely with our employees, creating a supportive environment. This approach has ensured that we do not face turnover issues.

How has Jackson Heart Institute adapted its financial strategies to remain competitive without compromising its well-known quality amid economic challenges?

Quality is never compromised at Jackson Heart Institute, regardless of a patient’s ability to pay. However, challenges persist due to rising costs. The prices of materials, instruments, and technology have increased significantly, but our reimbursement has not risen in tandem. These challenges are well handled by our exceptional visionary senior leadership team. They are very focused and deliberate in keeping up with the market demands and positioning this organization for great success.

To address this, we focus on being lean and creative, avoiding wasteful expenditures wherever possible. For example, we have strict protocols for overtime management and have cut back on third-party staffing like agency personnel. These measures help us remain financially viable without sacrificing the quality of care.

What would you say contributes to the care that patients receive at Jackson Heart Institute?

Our slogan, “Miracles Made Daily,” truly reflects the transformative work we do, and I would say that it is the transformational leadership within the Jackson Health System that allows us to care for our patients and their families the way we do. Our CEOs, presidents, and vice presidents are visionary and transformational leaders. For example, my CEO, Hamilton Clark, empowers me to succeed by providing the necessary resources and support.

Their commitment to enhancing the care experience for patients and staff alike is unparalleled. It is their vision that enables me to perform my role effectively and continue making a difference. 

What is your long-term vision for the Jackson Heart Institute, and how do you see it impacting the broader healthcare landscape in South Florida?

The next step is to grow our pediatric heart program significantly. Additionally, we plan to establish ourselves as the leading aortic surgery center in South Florida. We also aim to create the Arrhythmia and Syncope Institute within the Heart Institute.

Beyond these expansions, we are committed to growing our services in our sister hospitals around the city. On top of that, we are undertaking construction projects to replace older labs and catheterization suites. These updates are crucial to staying at the forefront of cardiac care in South Florida.

Are there any future developments that you are particularly excited about?

By May 1, 2025, we will open a new pediatric hybrid catheterization lab. Our cardiac surgery volumes are steadily increasing, and we anticipate performing 500 or more open-heart surgeries annually. Across every area under my oversight, volumes are on the rise, which is encouraging.

At the same time, I am deeply invested in the well-being of my employees. I make an effort to know not just them but also their families. We hold gatherings to strengthen our sense of community. I see my team not as AM or PM shift workers but as individuals on a shared journey to create miracles daily for our patients.