Kenneth Jones, CEO, HCA Florida Northwest Hospital

May 2026 — Invest: spoke with Kenneth Jones, CEO of HCA Florida Northwest Hospital, about how the hospital is expanding specialized services, adapting to shifting patient needs and strengthening the broader network’s role in the region. “Because we serve an older and rapidly growing population, access and convenience have become increasingly important,” Jones said.

What major changes have taken place at HCA Florida Northwest Hospital over the past year, and how have you and your leadership team responded?

Over the past year, we’ve focused heavily on expanding the services that matter most to our community. One of the most significant additions is our Advanced Stroke Program, which we launched in February. Bringing a higher-level stroke capability to the Broward community has been a major milestone for us. We’ve also continued expanding our Graduate Medical Education (GME) programs, adding new fellowships in cardiology and critical care. Strengthening our GME pipeline is important because it not only broadens access to care but also reinforces our long-term ability to meet demand for specialized services.

How is the broader healthcare landscape in Florida evolving, and what forces are most shaping hospital operations today?

The Florida market, and Broward specifically, continues to see strong demand for healthcare services. The biggest pressure point is on the labor side, making sure we have the right talent to keep pace with that demand, especially in highly specialized roles where supply is limited. That’s the challenge we’re working on most consistently: ensuring that we have the staffing depth and expertise needed to support growth while maintaining high-quality outcomes.

How are you seeing the needs of your patient population evolve, and what adjustments have you made to meet them?

Because we serve an older and rapidly growing population, access and convenience have become increasingly important. Patients want care that is close to home, easy to navigate, and coordinated across every step. In response, we’ve focused on strengthening continuity across the entire care continuum, from outpatient services and outpatient surgery to inpatient care, urgent care, and more. The goal is to meet patients where their needs are and create a seamless experience across settings.

In what ways is technology being used to improve patient outcomes or streamline operations at your hospital?

We are using technology-enabled tools in select clinical and operational workflows to support timely information review and help improve coordination, scheduling and resource planning across the hospital.

What impact have recent investments in the ER, maternity unit, and other areas had on patient experience and outcomes?

In obstetrics, our residency program has been a major differentiator. We now have 16 residents who each carry their own patient panels as part of their training. Having more residents has allowed us to serve more patients and grow the program significantly. It also elevates patient trust, both because residents provide a higher level of clinical support and because physicians know their patients are receiving strong, consistent care. It has truly raised the level of service across our OB program.

How has the role of regional hospitals evolved, and what role does HCA Florida Northwest play within the HCA system and the broader healthcare ecosystem?

As more care shifts to outpatient settings, inpatient environments increasingly manage the most complex and specialized cases. Not every hospital needs to deliver every service. Within HCA, we focus on building centers of excellence — women’s services, cardiovascular care, and neuroscience, in our case — while other hospitals concentrate on areas best suited to their capabilities. That specialization across the system leads to better outcomes, greater sophistication, and a stronger overall patient experience.

How do you leverage your connection to the larger HCA Florida network to strengthen hospital operations and patient care?

The ability to share best practices is one of our greatest advantages. We benchmark constantly, using data and analytics to compare outcomes, quality measures, operational performance and growth trajectories across the system. HCA’s scale allows us to establish playbooks that guide consistent improvement. Having access to that level of insight enables us to identify opportunities proactively, deploy resources effectively, and ultimately deliver stronger results for our patients.

In a competitive healthcare environment, what sets HCA Florida Northwest apart in this region?

Our culture truly sets us apart. It influences how we hire, how we treat one another and how we create opportunities for staff to grow. We’re committed to developing talent from within, helping our team members advance into new roles and expand their careers. That commitment to internal growth strengthens morale, improves retention, and enhances the overall patient experience.

How are you working to attract and retain healthcare professionals, and what strategies support your team’s development?

It begins with culture: creating a place where people want to work and want to recruit others to join them. Our partnerships with schools are also critical. Many of our future clinicians come through as students during their rotations, and we prioritize giving them an excellent experience so they’ll consider joining the organization. We also invest heavily in professional development, leadership pathways, and internal mobility. Because HCA is a national system, team members have opportunities not just within Florida but across the country, from Texas to the Carolinas to Alaska.

What community partnerships or outreach programs are you leveraging to support your mission?

In our women’s service line, for example, we have a high-risk navigator who works closely with community organizations, including the March of Dimes and others, to identify needs and guide patients through the healthcare system. Her work helps address barriers such as transportation, food insecurity, and the complexities of coordinating multiple appointments. We also have cancer navigators who provide similar support for oncology patients. These roles are essential in ensuring patients receive timely, connected care.

What are your top priorities for the next three to five years in terms of growth, innovation, and community impact?

Our focus is on continuing to grow and deepen our core service lines while expanding outpatient capabilities to keep pace with community needs. Education is also key — making sure community partners understand the services we offer through presentations and clinical outreach. At the end of the day, we see ourselves as a community asset. A healthier community strengthens the broader economy, improves outcomes, and benefits the population as a whole.