Spotlight On: Andrew Molosky, President & CEO, Chapters Health System Orlando

Key points:

• • Chapters Health System is expanding nationally through disciplined, mission-driven growth and partnerships.
• • Value-based care, AI integration, and workforce investment are central to improving outcomes and efficiency.
• • Rising demand, labor constraints, and industry consolidation are reshaping long-term healthcare delivery.

April 2026 — Chapters Health System in Orlando has undergone a period of rapid expansion, growing from a Florida-centered organization into a coast-to-coast leader in advanced illness, hospice, and palliative care. In an interview with Invest:, President and CEO Andrew Molosky reflects on the organization’s strategic growth, its commitment to value-based care, and the increasing pressures shaping the healthcare landscape. “You can’t dabble in value-based care; you have to be all in,” said Molosky.

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How has Chapters Health System grown over the past year, and what milestones have defined this period? 

It’s been a remarkable year of expansion for Chapters. One of our most significant milestones was welcoming Cornerstone Health System from the Orlando area into our family. That move set the tone for what has become a national footprint. In just the last six months, we’ve added four new organizations and now operate in Oregon, California, and Nevada in addition to our 

presence across Florida and the Southeast. Alongside this horizontal growth, we’ve expanded existing service lines vertically in every market we serve. It’s exciting progress, but it also requires careful coordination across many regions and disciplines. 

What strategic priorities are guiding your expansion?

From a financial perspective, our strategy centers on disciplined growth. As a nonprofit, we don’t raise funds on Wall Street and we don’t have private equity backing, so every decision has to balance mission and financial sustainability. We evaluate new opportunities with a lens toward how they complement our existing service lines and how they support markets that may still be finding their footing. We’re intentional about selecting partners and product lines that strengthen the organization without compromising our ability to reinvest in the care we provide. Expansion for expansion’s sake isn’t our goal — thoughtful, mission-aligned growth is. 

How would you assess the current landscape for advanced illness, hospice, and palliative care in Florida? 

Florida has long been recognized as a destination for seniors, and its population continues to grow faster than the available labor pool. That creates an inversely proportional supply and demand curve — diminishing workforce capacity alongside rising need. At the same time, we’re facing financial headwinds tied to Medicaid cuts and concerns around Medicare solvency. Even with decades of experience in Florida, we find the landscape evolving daily. End-of-life and chronic illness care is something people often don’t engage with until it becomes personally relevant, so we’re continually educating families and communities while adapting to political, financial, and socioeconomic shifts. 

How does Chapters approach the broader societal impact of end-of-life and chronic illness care? 

While our patients are central to what we do, our broader impact is felt through the families and communities we serve. People often come to this kind of care only when it touches their own lives, and each experience has a ripple effect. 

When we support a family today, that knowledge and comfort can influence how they care for others in the future. That’s why we reinvest our resources into education and community support — the long-term societal impact is significant. 

What economic or regulatory pressures are having the greatest impact on providers today? 

The market has changed dramatically. Forty years ago, nearly all end-of-life care organizations were nonprofits. Today, out of roughly 6,000 providers nationwide, more than 85% are for-profit. The influx of private equity and Wall Street investment has shifted the landscape. It’s not inherently good or bad, but it introduces open-market dynamics that change how services are delivered. 

Some organizations are now far more focused on shareholder returns, while others like Chapters prioritize expanding services and care models. The environment is more bifurcated than ever before, and providers must navigate these differences while maintaining quality and consistency. 

As healthcare accelerates toward value-based and holistic care, how are providers balancing personalization, outcomes, and cost-effectiveness? 

For Chapters, this shift has played to our strengths. From the day our leadership team came in, we committed fully to a value-based model where quality over quantity guides every decision. We’ve extended those principles across PACE, Medicare Advantage, Accountable Care, and all other areas we serve. 

The challenge many healthcare organizations face is trying to layer value-based care onto a fee-for-service foundation. When you treat it as an add-on, it never integrates fully — it’s like adding a room to a house that doesn’t quite match the original design. You can’t dabble in value-based care; you have to be all in. Because Chapters made that decision early, we’re well positioned for the industry’s direction. 

How has the integration of AI and predictive modeling evolved since we last spoke?

We’ve built significantly on our earlier work. Our philosophy is that AI should enhance care, not replace personnel. Many organizations view AI as a way to reduce headcount, but we see it as a way to increase meaningful patient interaction. If a staff member currently spends 10 minutes on paperwork and 10 minutes with a patient, we want the paperwork automated so they can spend the full 20 minutes at the bedside.

We’re now fully implementing tools that were previously in pilot mode, such as automated billing and claims functions. The dollars saved go directly toward adding caregivers, expanding services, and enhancing the patient experience. Because we’re not driven by shareholder mandates, we can reinvest margin into innovation and care delivery. 

How does Chapters ensure that its mission and culture translate into measurable outcomes? 

We believe strongly in backing up our philosophy with results. Last year, we trademarked our mission statement because our outcomes were statistically distinctive. Our focus on supporting employees — “taking care of patients, or taking care of those who do” — has led to dramatically better turnover and retention metrics compared to industry norms. That contributed to our recognition by Fortune as one of the top 10 great places to work in aging services. Lower turnover translates directly into better care and stronger financial performance. Our approach is fundamentally different from many healthcare entities, and the results validate that model. 

What are the greatest system-wide challenges ahead in ensuring equitable, accessible, and sustainable care? 

Labor is certainly a challenge, but it’s universal and not unique to healthcare. The larger issue is that the system isn’t built for the scale of demand coming in the next decade. Florida, California, and Arizona are seeing this most acutely due to their senior populations. Financial reimbursement models, workforce expectations, and patient choice are all shifting. Eventually, the industry will have to acknowledge that care cannot be driven purely by volume. Organizations that prioritize quality, reinvestment, and mission alignment — rather than short term margin or shareholder return — will be best positioned to thrive. The next two, five, or 10 years will separate those preparing for the future from those simply responding to it. 

Looking ahead two to three years, what priorities and metrics will guide Chapters’ direction? 

Our priorities center on workforce engagement, talent acquisition, retention, and development. We’re pioneering new models in the chronic illness space, and there isn’t a pipeline of experienced professionals ready-made for this work. We’re building that capacity ourselves. Chronic illness care is a growing and underserved population, and while it may not always be the most financially attractive segment on paper, it aligns perfectly with our mission.

To serve that population effectively, we focus on training, succession planning, and brand awareness. We want payers and acute care systems to see us not as competition, but as a complement. These are the patients they often struggle with, and they’re the patients in whom we excel. When organizations approach care as a continuum rather than a silo, everyone benefits. 

Is there a final thought you’d like to leave with our readers? 

I often remind our acute care partners that while they provide exceptional services, most patients spend only a few days each year in the hospital. The other 340 to 350 days are where we come in. Our goal is to help people remain comfortable and stable at home, living their lives to the fullest. When hospitals and community-based organizations work together, patients receive far better continuity of care. It’s a simple illustration, but it highlights how Chapters and our peers contribute to a more effective and compassionate healthcare ecosystem.

Want more? Read the Invest: Greater Orlando report.