In an interview with Focus:, Adrian Cronje, chief executive officer of Balentine, discussed the firm’s growth, evolving client needs, long-term investment strategy, and commitment to community impact and independence. “Success for us isn’t about being the biggest, it’s about being the best.”

What were the most significant milestones for Balentine over the past year?
What’s been significant about 2025 is our pivot off an announcement we made in January that FJ Management has taken a 20% stake in Balentine, agreeing to be a slow and steady partner that will allow us to remain majority employee-owned and really thoughtful about where growth takes us next. That’s essential, as we’ve promised clients we’ll remain independent and build what we call a “forever firm.” This commitment stands apart from an industry rapidly consolidating as private equity pursues short-term returns.

We’ve also become a true legacy company with the election of Emily Balentine Barbour as a Partner, and with the addition of our Chief Compliance Officer Michael Pearson as a Principal. Emily leads our family and legacy work with our clients and brings her own intergenerational wealth, family and legacy perspectives and expertise to the role. These and other strides have helped us begin to build the bridge to the next generation of leadership for Balentine.

How have your employee and client experience priorities evolved over the past year?
Bringing on a minority equity partner last year gave us the resources to deepen our investment in both the client and employee experience. That move reflects our long-term commitment to independence and thoughtful growth, in contrast to much of the industry, where consolidation and private equity often prioritize short-term returns at the expense of people.

We made strategic enhancements across the board. For clients, we upgraded our reporting technology to give them a more comprehensive view of their financial picture. For employees, we improved operational systems to create a more seamless day-to-day experience.

We also launched the Balentine Foundation, which is entirely employee-led and supports community initiatives in the places we serve. That kind of engagement reinforces our culture and strengthens the bonds between our team, our clients, and our communities.

Success for us isn’t about being the biggest firm, it’s about being the best. We measure that by our ability to retain the clients we started with, and by the strength of the relationships we build. There’s no greater compliment than when a client tells us we’ve become part of their family. One even described us recently as “a family serving families.” That’s what defines success at Balentine: being a firm that families trust for generations.

How has Atlanta’s business environment evolved, and what does that mean for your strategy?

We continue to benefit from a long-term trend of people moving to the Southeast — not just Atlanta, but the broader Sun Belt. That trend accelerated during COVID and hasn’t slowed down. It’s fueling a wave of entrepreneurialism in the region.

Our firm is very focused on serving entrepreneurs and business owners, helping them manage and transition the wealth they’ve created. Over the past year, I’ve also seen Atlanta emerge as a national leader on critical policy issues.

As president of the Atlanta Rotary Club, which is over 110 years old and made up of top business and civic leaders, I’ve watched us take on major challenges: election integrity, affordable housing, and food security. These efforts show that Atlanta is setting an example of how a city can bring business, government, and the community together to address complex problems.

That makes Atlanta not only a great place to live but also a great place to do business.

What role does community engagement play in Balentine’s mission?
Community engagement is core to who we are, whether in Atlanta or Raleigh. Through the Rotary Club and the Balentine Foundation, we’re addressing issues that matter deeply to the communities we serve.

The Atlanta Rotary Club isn’t typical — it tackles problems others can’t. In addition to affordable housing and elections, we’re in the third year of an early childhood education program led by the mayor that I believe could be a national model.

Atlanta, once known as the city too busy to hate, is now showing how business and community can partner to drive real change. At Balentine, engaging in that work isn’t just meaningful, it’s good for business.

What new types of support are clients asking for today?
Entrepreneurs and business owners are asking for more than financial plans or investment advice. They want guidance on their businesses, often their largest asset.

Too often, wealth managers say, “Sell your business so I can manage the money.” We take a different, holistic approach. We provide independent business advisory services and help clients evaluate whether keeping their business might be a better path to building wealth.

There’s also a greater awareness now around working with fiduciary advisers — those who are legally bound to act in the client’s best interest. Many firms are still product-driven, but clients increasingly want advice that is free of conflicts.

More broadly, clients are asking deeper questions: What is this wealth for? How will it affect my family? How do I pass it on successfully? Our role often resembles that of a family counselor — helping define and protect legacy, while avoiding the all-too-common “shirtsleeves to shirtsleeves in three generations” outcome.

Given today’s economic climate, what investment strategies are proving most resilient for your clients?
While much of the financial news centers on stock and bond markets, we’re finding strong opportunities in private markets — investing in companies and strategies not traded daily.

We see long-term potential in areas like artificial intelligence, healthcare innovation, and the Southeast’s demographic growth. These trends are driving demand for housing and new small businesses, and we’re helping clients invest in them. Private market investments typically take five to 12 years to mature but offer healthy premiums for that risk. In a volatile public market, they’ve become a compelling source of returns.

That said, we never begin investing, private or public, without first ensuring clients have enough liquidity for the next two years. We want to avoid selling at the wrong time due to short-term fluctuations. As at the end of 2025, we are modestly overweight stocks and underweight bonds relative to our long-term targets. While we’re mindful of a potential economic slowdown, we don’t yet see signs warranting major de-risking or portfolio shifts.

We are leaning into private markets, where many clients, especially business owners, feel more confident. They prefer investing in businesses they understand and can influence, rather than watching their wealth fluctuate based on headlines. After decades of building control, giving it up to market swings can feel deeply unsettling.

What is your outlook for wealth management, and how is Balentine positioned for it?
The future of wealth management is incredibly bright. We’ve positioned our firm — and our role in the community — to follow a path distinct from many others in the industry. Our equity partner, FJ Management, is a family office from the Mountain West with a 30- to 40-year investment horizon. They chose us, after reviewing dozens of firms, because of our expertise in family and legacy planning, which I’m proud of. This partnership secures our independence and provides access to growth capital when needed. It gives us a strategic edge — we’re not beholden to private equity chasing quarterly returns but working with a partner who values culture, people, and legacy.

Looking ahead, we’re focused on two priorities. First, attracting top talent. People want to work in a place where culture matters, and FJ’s values align perfectly with ours. They invest in what they call “building value to last.”

Second, we’re expanding services based on client demand. We’ve added business advisory, family legacy services, and reporting beyond money management. We’re also exploring areas like strategic tax advice and bill payment because listening to our clients tells us where to go next.

FJ’s investment has been a stabilizing force, allowing us to grow, stay independent, and remain true to our mission of being a family serving families. That’s how we retain clients and continue to be one of the best places to work. I’m passionate about this because I believe in what we do. I encourage our employees to connect with their purpose — not a generic cause, but a reason that drives them. Purpose-driven companies perform better.

If work feels like just a job, that’s where dreams go to die. So we’ll keep pushing forward, staying inspired, and focusing on our clients because that’s how we grow, and why clients keep introducing us to others.

Jeff Taylor, CEO of MedCura Health, sat down with Focus: to discuss the organization’s strategic expansion, evolving patient needs, funding challenges, and the growing role of community health centers in delivering accessible, comprehensive care. “Given the current political climate, which appears to be shifting toward reduced government subsidies for medical services, the role of Federally Qualified Health Centers (FQHCs) is becoming even more critical. Many people simply don’t know where to turn for care, and that’s where we step in,” Taylor said.

What have been the most significant changes at MedCura Health over the past year, and how have those shifts impacted your patients and your organization?

We’ve spent a great deal of time and effort expanding our services to the community, whether that means opening new locations or adding new offerings. It’s interesting because our organization includes multiple specialties. From the outside, that looks impressive, but managing those specialties and new sites as they come online has been one of our biggest adjustments over the past year. We’ve also been focused on keeping pace with the constant changes in healthcare. That includes evolving quality measures, shifting government policies that affect funding, and changes in reimbursement structures for health centers. These have been key areas of attention for us as we work to stay aligned with our mission and vision.

What trends are emerging in patient needs across your service areas, especially in terms of access, chronic conditions, and preventive care?

I recently spoke with one of our doctors about patient access, not only to the services we provide but also to resources beyond our scope. Often, patients come to us with needs outside our offerings and don’t know where to turn. We have an enabling services department and referral sources to help guide them, but the greatest need we’ve seen lately is in behavioral health. People are dealing with a lot, whether it’s searching for a job or simply coping with daily life. We’re also seeing many patients who are deeply immersed in social media, where they often receive medical “advice.” That presents a challenge for our doctors, who must navigate those influences during appointments. It’s a wide range of issues, and with healthcare evolving so rapidly, our organization is continually working to adapt. Our goal is to ensure we’re providing effective referral resources and support systems that meet patients where they are.

How are demographic and population health shifts shaping the way you plan and prioritize care delivery?

While the elderly population continues to grow, we’re also seeing a decline in pediatric practices. As a result, many families whose providers have closed or relocated are now turning to us for care. Pediatrics remains a significant portion of our patient base, and that hasn’t changed much over the years. Even with the increase in older patients, our younger population is also expanding, and we’re continuing to meet the needs of both groups.

How do you view the evolving role of community health centers in the broader healthcare landscape?

Community health centers across the country serve 33 million patients annually, making us the largest primary care system in the United States, larger than any other provider network nationwide. At MedCura, we care for about 35,000 patients each year, and we expect that number to grow. Given the current political climate, which appears to be shifting toward reduced government subsidies for medical services, the role of Federally Qualified Health Centers (FQHCs) is becoming even more critical. Many people simply don’t know where to turn for care, and that’s where we step in.

One of our priorities is to monitor patients who are visiting emergency rooms for primary care needs. Those individuals can be better served by a health center instead, and we’re working closely with hospitals to ensure patients are aware of the services we offer so they can receive the right care in the right setting.

What are you seeing in terms of competition from private urgent care and retail clinics, and how does MedCura position itself as a trusted provider in that environment?

We recently expanded our hours to better meet the needs of the community. Previously, we were open from 8 a.m. to 5 p.m. during the week and four hours on Saturdays. Now, we operate from 8 a.m. to 8 p.m. on weekdays and 8 a.m. to 5 p.m. on Saturdays. While urgent care facilities serve an important role, our philosophy is centered on providing a medical home. Unlike urgent care or minute clinics, which focus on immediate, short-term needs, in addition to those services, we aim to support patients with chronic conditions, preventive care, and long-term wellness. Our niche is more holistic. We want to be the place where patients enter a system of care that helps them get and stay healthy. Our vision is leading people to exceptional health, and by offering comprehensive services and a true medical home, we believe we’re making that vision a reality.

How are you thinking about long-term workforce sustainability, especially given the challenges in recruiting and retaining clinical talent?

If I can figure that out, I might be able to do a whole lot of good for everyone. We’re connected to the Department of Health and Human Services through the Health Resources and Services Administration. Increasing funding to help retain providers would be helpful. Recruitment and retention require serious conversations around work-life balance for medical professionals. We’re also focused on monitoring our turnover rate and making sure we’re performing at least slightly better, ideally much better, than national averages.

Another priority is building stronger ties with medical schools, positioning ourselves as a training site for students. That way, when they graduate and enter the workforce, they’re already familiar with our organization. Many students don’t even know what community health centers are, and that’s where federal funding plays a key role, especially with loan repayment programs for doctors who choose to work in facilities like ours. Continuing to promote these opportunities to schools and providers will be essential to our long-term success.

Are there any signs that virtual care or digital tools are meaningfully improving access or outcomes for your patient base?

We believe these efforts are valuable because they give us more touchpoints with our patients, especially those facing transportation challenges. It’s easy for many of us to jump in a car, but for patients without family support, relying on public transportation can mean spending two hours getting here and another two hours getting home. That’s a significant burden. We need to stay mindful of these realities and make sure we’re addressing them consistently in our daily interactions with patients.

What partnerships or community collaborations have been most instrumental in extending your impact or expanding your reach?

Through our partnership with Emory Healthcare and DeKalb County schools, we’ve established school-based health centers in several locations, each staffed with a provider five days a week. These centers function as small, onsite doctor’s offices and have proven to be incredibly meaningful for families. One major benefit is our video visit capability, which allows parents to join appointments remotely. Instead of taking four hours off work to transport their child to and from a doctor’s office, they can take just 30 minutes for the visit and return to work, saving valuable time and income. This partnership has enabled us to be onsite and accessible, streamlining care for students and making the entire system more efficient for families and schools alike.

What are the most promising shifts you’re seeing at the intersection of public health and primary care, especially in high-need urban areas?

It’s tough to keep those conversations going. We often get caught up in our day-to-day operations, working in silos, and before we know it, significant time has passed since we last connected with a community partner. Keeping the dialogue open is essential. The Atlanta Regional Commission for Healthcare Institutes (ARCHI) plays a key role in bringing healthcare leaders together so we can have meaningful conversations. We need to do more of that because there are definitely linkages in the system that aren’t as smooth as they should be.

As you look ahead to the next three to five years, what are your top strategic priorities?

One of our biggest priorities is staying present in the community and creating more access points for our patients. The closer we are to them, the better care they can receive. We’re constantly exploring opportunities for strategic consolidation within the healthcare community to strengthen our reach and impact. Continued expansion, whether through new locations or extended hours, is essential. These are the kinds of steps we must take to ensure we’re meeting the evolving needs of the people we serve.

In an interview with Focus:, Jamie Shepherd, CEO of the Shepherd Center, discussed what specialized neurological rehabilitation can bring for patients. “We are working to partner with people who potentially will find a cure for paralysis, multiple sclerosis, or ways to help traumatic brain injury heal more efficiently,” Shepherd noted. 

What recent changes have most influenced the direction of the center?

We opened two new buildings last year. The Arthur M. Blank Family Residences supports our patients’ families when they are with us. Half our patients come from outside the state of Georgia, and we’re pleased to provide donor-funded housing for the entire length of their loved ones’ stay. Marcus Center for Advanced Rehabilitation has consolidated our research efforts, which were scattered around the facility. We were able to start an innovation institute, as well. We are excited about what it brings to our organization, and to the region. We were also able to offload some of our other departments to the new building, so we can expand and renovate our current facility. Our big 50th anniversary was celebrated last August, and we had some personnel transitions after the previous CEO’s and CFO’s retirement. 

What is your vision in balancing the center’s legacy with the shifting demands of the healthcare environment?

The healthcare environment is ever-changing, and very challenging. We’re proud of the last 50 years. We look forward to taking it to even higher levels over the next 50, becoming a specialized institution that focuses heavily on neurological rehabilitation, brain injury, spinal cord injury, and other neuro-related conditions, through our innovation institute, partnerships, and more product development. We are working to partner with people who potentially will find a cure for paralysis, multiple sclerosis, or ways to help traumatic brain injury heal more efficiently. Another unit is being added to the expanding inpatient capacity, which is going from 152 beds to 175 beds. It is about improving access to specialized care in this population. We believe we’re the best in the country at taking care of these patients, so we want to give them access to our care. 

What are the emerging trends in specialized neurological rehabilitation?

Historically, the No. 1 reason that brings patients here has been car crashes. While that remains true for the patients we admit, falls have become the leading cause for referrals to our center. As the population ages, perhaps falls will be the leading cause of spinal cord injury, and traumatic brain injury. There’s potential opportunity through AI that hopefully will make real breakthroughs on the science side in this space, which will change patients’ lives for the better. 

How are you navigating potential hurdles in the economy?

The center is not consuming a significantly major amount of resources, compared to an acute care hospital that’s doing a bunch of surgeries and has a huge supply budget. However, inflation does affect us. Historically, our supplies would increase about 2% a year. Now, we’ve seen it increase about 5% a year. It makes us work smarter because we’re not getting the reimbursement, in most cases, to overtake and overcome that increase in supply costs.

How will the Beyond Therapy program influence future programming?

A lot of what we’re able to do is dictated by what insurance covers. Beyond Therapy, however, is a self-paid program, and we certainly have scholarship spots available. We are able to let the patients tell us their goals, and give them a lot more flexibility to try new things. Beyond Therapy partners with our innovation institute to set trials and move the needle in different ways. It’s an incredible program, and a big differentiator for us.

How has the long-term wellness service affected patients?

In the past, people thought that patients with multiple sclerosis needed to rest and not exert themselves. We’ve proven through research that it’s just the opposite. It’s great for most patients to exercise, especially for multiple sclerosis patients. Our donor-funded wellness program tracks and studies how our patients are doing through wearable devices. We try to keep our patients as active as they can be to fight the progression of multiple sclerosis. 

How do you recruit and retain the specialized workforce for the center?

It’s still an incredible challenge, though it’s gotten better since COVID. We are seeing fewer agencies and traveling personnel. Furthermore, in a big urban city like Atlanta, there’s a hospital every couple of miles away from another. We have to really value our employees, treat them well, pay them fairly, and take care of them. Otherwise, they’re going to go down the street to what they think is a better place. We’re very intentional about how we treat our employees. They’re the most valuable resources we have. We also try to bring people in when they’re in school, especially technicians, nurses, and residents who can complete their practicum and get exposure here. Specialized rehab is a unique journey that allows us to form a close bond with the patients, and it draws certain types of people. The exposure people get, through tours, residency, or interning, helps us identify the next great leaders, and hire the best culture fit. 

What are your top priorities for the next few years?

Our top priority is to finish what we started, including the $72 million in renovations to be completed over the next two years. We need to then look at our processes, and make sure they’re efficient, as well as adaptive. The world is changing quicker than ever, and we can’t rest on what we’re doing today or yesterday. We have to change with the industry and keep up, whether from a legislative or a technology perspective. 

We’re exceptionally proud to be a top rehab hospital in the country for the past 30 years. Being an independent nonprofit hospital, people don’t come here because we are a part of a system. We don’t have referral agreements. They come here because they choose to, because we’re the best in the world at what we do. We have 20 programs that insurance doesn’t cover, but for which our foundation raises tens of millions of dollars every year because we think it’s the right thing to do for our patients, and it provides them with the best outcomes.

In an interview with Focus:, David Jones, chief medical officer at Anthem Blue Cross Blue Shield of Georgia, discussed affordability, digital innovation, value-based care, and health equity as the company’s top strategic drivers. “Meaningful progress will only come through strong partnerships and collective action,” Jones said.

What shifts have most impacted the organization’s strategy across Georgia?

Several key shifts have shaped our strategy. At the macro level, the economic climate has affected everyone, including health care. That has made it even more important to stay closely connected with providers, system partners, and members to understand the impact of rising costs and help people maintain coverage.

Healthcare costs, long a concern, have accelerated, contributing to what many now describe as a health care affordability crisis. This is particularly evident in Atlanta, where it affects the entire system.

Expanded coverage through the Affordable Care Act and other plans has increased access, which is a positive development. However, greater coverage typically leads to higher utilization, which can drive costs. Even so, it means more people are receiving necessary care. At the same time, we are seeing higher acuity across the population, with more complex conditions requiring frequent or intensive care, a trend reflected across the industry.

Behavioral health needs are also increasing, representing another major shift influencing our strategy. Finally, changes at the federal level affecting Medicaid and Medicare eligibility, along with potential adjustments to ACA subsidies, require us to remain agile and responsive. Our goal is to help people maintain or gain coverage despite this uncertainty.

What is Anthem doing to improve affordability, access, and quality of care across Georgia?

Our approach is grounded in a whole-health strategy that supports members’ physical health, both acute and chronic, as well as behavioral health and social drivers of health. All three are essential to improving affordability, access, and quality.

Behavioral health is now recognized as equally important as physical health, as each can significantly influence the other. A serious physical illness can lead to anxiety or depression, and untreated behavioral health conditions can worsen physical outcomes.

Social factors also play a major role. Approximately 80% of health outcomes are influenced by factors outside the clinical setting. Where people live, their access to food, transportation, and support systems all matter. Addressing those realities is critical to helping people stay healthy.

What trends are shaping how care is delivered in Georgia?

Care delivery is increasingly focused on providing the right care, at the right time, in the right setting. That includes shifting services from inpatient settings to outpatient care or even into the home through hospital-at-home models. These changes improve both quality and cost efficiency.

From the employer perspective, since many people receive coverage through work, there is growing interest in alternative health plans that complement traditional offerings and give employers and employees more control over cost and access. Even in major metro areas like Atlanta, same-day or next-day access to primary care can be challenging, and these models help fill that gap.

Employers are also seeking clearer data on which programs deliver measurable results. We continue to refine our analytics to provide sharper insights into what is working and to what degree. Predictability is another major need. As cost trends rise, employers want more frequent and accurate forecasts, not just annually, but quarterly, so they can respond proactively.

What are the most promising opportunities to expand value-based care in Georgia?

Value-based care is central to the future of health care. Unlike fee-for-service models that reward volume, value-based care aligns payment with outcomes, including quality, cost, and patient experience.

Nearly 70% of our providers participate in some form of value-based arrangement, making ours the largest value-based network in the state. The opportunity now is to expand these models further and refine incentives to support better outcomes and greater cost efficiency.

While most value-based care has focused on primary care, there is strong potential to extend these models into specialty care. Doing so would reduce unnecessary services, improve coordination, and enhance outcomes. We also see opportunities to design benefits that encourage members to choose providers participating in value-based care, as these providers consistently deliver stronger preventive care, better chronic disease management, and fewer hospitalizations.

How is Anthem using technology and AI to improve health care delivery and the member experience?

Our Sydney app is a cornerstone of our digital strategy. It is user-friendly, highly functional, and widely recognized across the industry. Sydney allows members to access care easily through their mobile devices.

Beyond viewing benefits, members can schedule virtual visits, locate nearby urgent care centers, and search for primary care providers based on language or demographic preferences. The app also sends reminders for preventive screenings, and we continue to expand its functionality.

Artificial intelligence also plays a growing role in our operations. We use AI thoughtfully to enhance accuracy, service, and personalization while maintaining privacy and safety. AI helps streamline customer service, improve claims accuracy, and personalize care, allowing us to deliver more targeted outreach and resources based on individual needs rather than broad population data.

We also leverage HealthOS, our data-sharing platform, which aggregates information from multiple sources and integrates it into providers’ electronic medical records. This gives clinicians a more complete view of a patient’s history, including care received outside their system, improving coordination and outcomes.

What strategies is Anthem using to address health disparities and promote equity in rural and urban communities?

Equity is embedded in how we operate. Rather than treating it as a standalone initiative, we apply an equity lens across all decision-making. One key avenue is our foundation, which funds programs aimed at reducing disparities in care.

Maternal and child health is a major focus. Georgia has some of the highest maternal morbidity rates in the country, and we support care access before, during, and after pregnancy, along with pediatric services. These efforts have helped reduce preterm births and other complications.

In rural communities, we supported a doula training program through a medical school, preparing 25 to 30 local advocates to provide care in underserved areas. Doula support has been shown to reduce hypertension, improve birth outcomes, and support postpartum recovery.

We also emphasize food as medicine. Nutrition plays a critical role in preventing and managing chronic conditions, and we support programs that expand access to healthy food and address food insecurity in both rural and urban communities, including metro Atlanta.

What are Anthem’s top priorities over the next three to five years?

Our priorities remain focused on affordability, outcomes, and simplicity.

Affordability is one of the most pressing challenges in health care. Even if cost growth slows, the impact on individuals remains significant, and managing affordability will continue to be a top priority.

Improving outcomes is equally critical and begins with access. Whether care is virtual or in person, barriers remain, even in urban areas where transportation or logistics can limit access. Removing those barriers is essential.

We are also focused on simplifying the health care system. Its complexity creates frustration for members, providers, and administrators. Through responsible use of AI and improved data-sharing platforms, we aim to make the system more connected, transparent, and easier to navigate.

How is Anthem collaborating with providers and other stakeholders to improve care and address long-term challenges?

Strong collaboration is essential. We view payers and providers as part of a single, interdependent ecosystem. The closer we work together, the better the outcomes.

Our collaboration extends beyond contracts. We engage regularly with providers to understand the challenges their patients face. Since those patients are also our members, these insights help shape more effective solutions. When an issue appears in one setting, we often see it elsewhere, allowing us to identify scalable interventions and outreach strategies.

Addressing long-term challenges such as rising costs and persistent disparities requires shared responsibility among payers, providers, employers, members, and communities. Meaningful progress will only come through strong partnerships and collective action.

In an interview with Focus:, Maria Thacker Goethe, President and CEO of Georgia Life Sciences, said that collaboration, workforce development, and strategic investment are critical to sustaining Georgia’s momentum in the life sciences sector. “Georgia has every ingredient necessary to lead — world-class academic institutions, diverse communities, available land, excellent weather, affordable living, and unmatched supply chain capacity. But without increased public investment, we risk falling behind. The opportunity is enormous, but it’s ours to lose if we don’t act decisively,” Thacker Goethe said.

What major changes have influenced Georgia Life Sciences’ top priorities and the way you engage with members and partners in the past year?

It’s truly been a year of growth and transformation for us as an organization. We began by rebranding, after more than 25 years as Georgia Bio, we became Georgia Life Sciences to better reflect our evolving ecosystem. The shift was driven by the growing inclusion of medical device and medtech partners alongside our traditional biotech base.

Today, the life sciences sector in Georgia contributes more than $33 billion to our state’s economy and includes nearly 4,000 companies and organizations. With that scale, our focus has been on strengthening connections across the full life sciences spectrum, from biotechnology and medical devices to agri-food and public health, particularly given our state’s unique proximity to the CDC.

Our goal is to ensure these communities are connected with one another and with the resources they need to grow, while also advocating for the policies and programs that enable their success. The past year has really been about deepening those connections and amplifying the collective voice of Georgia’s life sciences industry. 

What major national trends in the life sciences industry do you see having the biggest impact on Georgia in the next few years?

One of the biggest national shifts we’re seeing is the growing number of headwinds facing the life sciences industry. Federal policy changes and ongoing tariff uncertainties are contributing to investor caution, especially among early-stage companies. Even so, Georgia continues to experience strong growth in biomanufacturing, medical device production, and workforce development.

We’re fortunate to have an incredibly proactive Department of Economic Development that recognizes the sector’s potential. Nationally, there’s a major movement toward reshoring manufacturing — and Georgia is exceptionally well-positioned to benefit. We have the land, the infrastructure, and, most importantly, a skilled and diverse workforce supported by one of the nation’s strongest technical college systems. Together, these assets make Georgia a natural hub for the next wave of life sciences manufacturing and innovation.

What are some of the most effective strategies for building and retaining a skilled life sciences workforce in Georgia?

The demand for talent is outpacing supply, and with reshoring accelerating, that gap is only going to widen. To meet this challenge, we’re focused on building and retaining a skilled workforce through clear, connected career pathways that start in middle and high school and extend through higher education, particularly within our Technical College System.

Retention is just as important as recruitment. We’re working closely with employers to ensure that once talent enters the industry, they have opportunities for continuous learning and advancement, through professional development, stackable credentials, and partnerships that help companies grow and keep skilled workers here in Georgia.

We also play a leadership role nationally through the Life Sciences Workforce Collaborative, a nonprofit we helped found, to share best practices across states. Together with our strong bioscience training facilities and technical college partnerships, Georgia is not only meeting its workforce needs but helping shape the national conversation around life sciences workforce development.

Georgia is at a pivotal moment, as the convergence of healthtech, data, and traditional life sciences creates new opportunities for innovation and workforce development. One standout example is our Biotech Teacher Training Initiative, a public–private partnership with the Georgia Department of Education and the Technical College System of Georgia. Through this program, teachers gain hands-on exposure to biotechnology and bring those lessons back to their classrooms, helping students see clear, rewarding career pathways in life sciences. It’s changing perceptions about the industry and showing that manufacturing in our sector offers high-paying, high-impact careers.

Our Equipment Depot program is another great example. We collect surplus or landfill-bound lab equipment from industry partners and distribute it to schools across Georgia at no cost. This not only advances companies’ sustainability goals but also gives students access to hands-on lab experiences that were once out of reach. It’s a simple idea with an outsized impact on both education and industry engagement.

We’ve also launched the Life Sciences Manufacturing Forum, which brings together biopharma, medtech, diagnostics, and industrial biotech manufacturers to tackle shared workforce and growth challenges. The Forum’s Working Group is mapping critical workforce gaps, sharing best practices around recruitment, retention, and upskilling, and exploring opportunities for collective action through grants, incentives, and state or federal partnerships.

Finally, local collaboration has been essential to Georgia’s success. Communities like Johns Creek are emerging as life sciences hubs thanks to visionary local leadership and investment from companies like Boston Scientific, Boehringer Ingelheim Animal Health, and Alcon. These partnerships, between local governments, education systems, and employers, are setting new standards for how ecosystem collaboration can power Georgia’s growth as a national leader in life sciences. 

What gaps still exist for early-stage life sciences companies in Georgia, and how are you working to address them?

Early-stage life sciences companies in Georgia still face several challenges. Talent remains a top concern, but access to funding and facilities is often the biggest hurdle. We’re addressing this by expanding our network of experienced entrepreneurs who mentor startups, helping companies navigate federal funding opportunities, and building stronger connections to investors.

We’re also working to amplify and support the academic programs at our research universities, which are the foundation for much of Georgia’s innovation. These institutions are producing breakthrough discoveries, and we want to ensure their ideas can translate into viable companies that grow here in Georgia.

Infrastructure remains a critical need. We’re fortunate to have Science Square and Portal Innovations supporting startup growth, but there’s still a gap for companies moving out of academic incubators that aren’t yet ready for expensive commercial space. Creating that affordable “next step” environment, and a more connected hub for early-stage companies, is one of our biggest opportunities moving forward. 

What are your top priorities to ensure Georgia not only keeps pace with growth but also emerges as a national leader in the life sciences sector?

I’m incredibly optimistic about where Georgia is headed. Over the next year, we’ll see political shifts with the upcoming gubernatorial election, which could shape the landscape in meaningful ways. At the same time, we’re seeing tremendous momentum in manufacturing and continued breakthroughs across our research universities, making industry–academic collaboration a top priority.

As an association, we’re focused on amplifying Georgia’s voice at both the state and federal levels, especially in our role as trusted advisers to policymakers. One of our most ambitious initiatives this year is the creation of Georgia’s first-ever Life Sciences Ecosystem Roadmap, a comprehensive plan designed to position Georgia as a national leader in MedTech and biotech innovation. The roadmap will identify the gaps and opportunities needed to advance commercialization, strengthen the workforce, enhance infrastructure, and increase access to capital.

While Georgia’s life sciences industry is growing rapidly, we still lack a cohesive strategy to compete with states like North Carolina, and even Tennessee, which is quickly gaining ground through bold public investments. That’s why we’re engaging leaders from industry, academia, and economic development statewide to shape a shared vision for 2026 and beyond. Georgia truly has every ingredient for leadership, world-class research institutions, diverse communities, available land, a strong supply chain, and an outstanding quality of life. The opportunity is enormous — but realizing it will take collective action and sustained investment.

Michael Wahlstrom, CEO of UnitedHealthcare Employer & Individual Plans of Georgia and Alabama, is focused on expanding access, affordability, and simplicity for employers and members across two of the nation’s most dynamic healthcare markets. In an interview with Focus:, he discusses emerging trends, persistent challenges, and how UnitedHealthcare is advancing solutions that address both immediate needs and long-term systemic gaps. “We’re investing heavily in expanding behavioral health resources because we recognize that addressing mental health is a foundational piece of improving overall health outcomes in the Southeast,” Wahlstrom said.

Over the past year, what changes across Georgia and Alabama have been most influential, and how are they shaping your strategy going forward?

We’ve had strong momentum in Georgia and Alabama by focusing on affordability, accessibility, and simplicity for our members and employers. Those priorities speak directly to some of the biggest issues affecting the healthcare industry today. Rising healthcare costs are burdening consumers across every segment, workforce shortages are affecting both clinical and non-clinical roles, and demand for digital-first experiences continues to climb.

On the affordability side, we’re balancing the overall cost of care and economic pressures with active cost management and an emphasis on quality. We see our role as being good stewards of member dollars and spend. That means partnering with providers who deliver high-quality, efficient care through value-based arrangements and finding ways to mitigate rising costs without compromising outcomes.

Workforce shortages remain a significant challenge. In response, in 2022 the United Health Foundation launched a 10-year, $100 million commitment to deepen and scale the health care workforce. Through our scholarship program, we aim to support 10,000 current and future healthcare professionals by 2033. For the 2024-25 academic year in Georgia alone, we awarded 79 scholarships totaling more than $450,000.

We’re also proud of our parent company’s strategic partnership with Goodwill Industries — a $4.5 million commitment over three years. Since 2024, that collaboration has provided services to nearly 60,000 individuals, with more than 15,800 finding employment, including 1,600 in healthcare roles. This is a powerful way to increase access to training and career pathways.

On the digital side, we continue to scale virtual behavioral coaching and roll out Surest, our simplified, copay-only plan that offers upfront cost transparency. Surest is available to employers with two or more employees and gives members tools to compare costs easily within the UnitedHealthcare network. On average, members save about 50% on out-of-pocket costs. All of these pieces — affordability, workforce development, and digital innovation — are shaping how we evolve our strategy across the region.

Where do you see the greatest gaps in access to care, and how are you addressing them in underserved parts of Georgia and Alabama?

One of the largest gaps we see today is in behavioral health access. The need has grown significantly since the onset of COVID, and Georgia in particular faces acute provider shortages. UnitedHealthcare now has the largest behavioral health network among our competitors, but the need continues to outpace capacity.

Georgia ranks 48th nationally in the availability of mental health professionals, including psychiatrists, psychologists, licensed social workers, marriage and family therapists, counselors, and advanced practice nurses specializing in behavioral health. That makes it even more important to expand access through telehealth and virtual behavioral coaching. These solutions help us reach people not just in Metro Atlanta, but throughout rural communities where shortages are even more pronounced.

We’re investing heavily in expanding behavioral health resources because we recognize that addressing mental health is a foundational piece of improving overall health outcomes in the Southeast.

What trends are shaping the healthcare landscape in your markets, and how are you navigating them?

Affordability and transparency remain major priorities for employers and consumers. Many employers want more predictable costs, which is why our level-funded and Surest plans have been well-received. Our broader goal is to educate consumers about the total cost of care and give them intuitive tools to make informed decisions.

Digital-first experiences are another significant trend. Members expect healthcare navigation to mirror the simplicity of online shopping or banking. To meet those expectations, we’ve developed tools like Smart Choice and the UHC Store.

Smart Choice uses artificial intelligence to deliver personalized provider searches, cost comparisons, quality insights, and AI-powered suggestions based on similar care journeys. It also includes conversational AI features for real-time support through the UHC app or MyUHC.com.

The UHC Store is a new digital shopping experience available to 6 million commercial members today, with plans to expand to 19 million. It gives members a straightforward way to supplement their health benefits year-round in a more familiar, consumer-friendly format.

Behavioral health expansion and value-based care are also major trends. As costs continue rising, partnering with providers who can deliver high-quality, efficient care is essential. Value-based arrangements allow us to support better outcomes while reducing overall spend.

What are the most significant challenges your industry is grappling with, and how are you turning them into opportunities?

The biggest challenge right now is rising costs. We’ve talked about several strategies to address this, but value-based care remains at the center of our approach. Aligning incentives around outcomes instead of volume is critical to driving efficiency and affordability.

We’re also focused on consumer empowerment. Products like Surest and the UHC Store simplify the experience and provide clearer pathways for members to access care without unexpected financial surprises. The UHC Store, in particular, is designed to transform the way people interact with healthcare by making it more intuitive and accessible.

Workforce shortages are another major challenge. Our $100 million investment in healthcare workforce development addresses that head-on by supporting students entering the field and helping build a talent pipeline in states like Georgia and Alabama. The partnership with Goodwill expands that reach even further, helping individuals access education, workforce readiness, and wraparound support.

These challenges are significant, but they ultimately create opportunities for innovation and more resilient systems.

Looking ahead, what is your outlook for UnitedHealthcare and the broader industry over the next three to five years?

For UnitedHealthcare, we’re going to keep investing in digital tools. A big part of our focus is removing complexity from the healthcare system. Digital innovation and artificial intelligence play a major role in that effort, especially when it comes to affordability, navigation, and personalization.

For Georgia specifically, community health programs will remain a priority. Bringing access to communities across the state — including rural areas and historically underserved neighborhoods — is essential. We see tremendous value in ensuring that all Georgians have pathways to preventive care, behavioral health, and long-term support.

From an industry perspective, I expect to see greater transparency, more AI-driven personalization, and continued emphasis on behavioral health access. Georgia’s growth and strong employer demand for competitive benefits will drive ongoing innovation. The industry will need to keep pace with that demand by developing simpler, more efficient, and more integrated solutions.

Is there anything else you would like to highlight that we haven’t covered?

I’d emphasize community engagement. We’re significantly increasing investment in programs that address food insecurity, transportation, and housing — all of which are fundamental to overall health. UnitedHealth Group supports a wide range of housing solutions, from mixed-income and affordable housing developments to supportive housing for individuals facing complex needs. These investments include new construction, rehabilitation, and preservation across urban, suburban, and rural communities.

In Georgia alone, we’ve helped support more than 2,000 affordable housing units with over $115 million in investments. These initiatives improve stability for families, seniors, and veterans while connecting them to wraparound services that support healthier lives.

I’d like to be clear that we do not use AI to make decisions about coverage or prior authorization denials. AI is a tool that supports human decision-making — not a replacement for it. Ensuring that our processes remain human-led is critically important to us.