Susan: Why did you choose a career in pediatric medicine?
Ellie: I have always enjoyed working with children, moms, and families. From my earliest years as a babysitter, I felt connected to children–their energy, optimism and honesty.
At 14 years of age, I volunteered at a local hospital in their emergency room to ensure my desire to become a doctor was truly what I wanted to do; and it did just that. As I completed by rotations in medical school in the various medical specialties, I did my rotation on the pediatric ward and it just clicked. It was the perfect career choice for me.
Susan: Many think that doctors don’t make good businesspeople. Yet, you created Progeny Health and grew it into a multi-million dollar venture. How did you do it? Good help? : )
Ellie: I hear that said many times and it is simply not true. To be a good businessperson, you must be dedicated, smart, and able to problem solve on your feet, as you will deal with complex situations that arise, sometimes unexpectedly. I can think of no better training for a career in business than the grit and tenacity it takes to become a doctor. Physicians are master problem solvers too. These are perfect skill sets to be successful in running a business.
Susan: ProgenyHealth created a new model for pediatric and maternal care. You speak of caring for the “whole” person. What does that mean?
Ellie: In 2003, I saw a very fragmented healthcare system which was not addressing the needs of the whole person. This includes not only their physical health, but also their mental and environmental health. When all three of these are aligned, that is when the best health care outcomes are achieved. It was through this lens as a pediatrician that I founded ProgenyHealth.
Let’s take “Philip.” He needed a hospital stay after birth due to a blood disorder, and his mom, worrying about COVID, chose not to return to work. As a result, the family experienced a dramatic loss of household income.
Our team helped the family to reapply for income assistance, as well as nutrition benefits. They got a working refrigerator donated at no cost. And they guided the family to get assistance with their electric bill from the power company.
All of this happened throughout Philip’s first of year life. We were one of the first companies providing care management for NICU infants not only during their hospital stay, but also throughout their first year of life. We assess the family to help with social services, food insecurity, housing, parental education, transportation, as well as behavioral health needs. These non-clinical issues account for 80% of health outcomes.
Susan: That is remarkable! In addition to all of that, you work today with disadvantaged communities, to help support moms’ needs so they can deliver healthy babies. Was there any one experience that moved you to have this focus today?
Ellie: I have always been taught that for those to whom much has been given, much is expected. I try to live by those words.
I am a member of the National Board of Trustees at the March of Dimes and in that role, along with the MOD leadership and board, we work to improve the health outcomes of all our pregnant moms across the US.
March of Dimes data shows that maternal mortality has nearly doubled since 2018, increasing from 17.4 deaths per 100,000 to 32.9 in 2021. In 2022, over 380,000 babies were born preterm—10.4% of all births—earning our nation a D+ for the second year in a row.
Susan: Gosh, is there reason for optimism?
Ellie: Oh yes!
Investments in women’s health care have risen from less than a billion in 2021 to over $3 billion in 2022, much in AI and new technologies. A good amount of this is focused on obstetrics and gynecology. Last Fall, Dr. Jill Biden announced an additional investment of $100 million to Women’s Health Research. All these investments will lead to very meaningful and measurable improvements in maternal and infant health outcomes.
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