Intermountain Healthcare CEO to retire

As he prepares to step down from the helm of Utah's largest health-care system, Intermountain Healthcare CEO William H. "Bill" Nelson notes that it's sappy to refer to Intermountain's role in the community as "noble and caring." Still, he calls it that all the time, he adds with a smile, because, well, "that's what we are. I am committed to the noble and caring nature of what we do."

He will retire in December after nine years as president and CEO, turning leadership over to Dr. Charles Sorenson.

Nelson is a somewhat accidental health-system executive. He was born in Cedar City, raised in California where surfing was a daily delight, and attended Brigham Young University, where he met his wife-to-be, Christine Miles. He earned his degree in accounting, then did graduate work at the University of Southern California, before serving an LDS Church mission to Italy. He also earned an MBA.

He became an accountant at Ernst & Ernst in Los Angeles, grabbed from the bullpen to do whatever needed to be done until one of the partners decided it might be a good idea to form a group that would deal exclusively with health care, which is complicated. He joined that team "because I liked the other people" who were part of it.

Four years later, Nelson started working on the accounts of The Church of Jesus Christ of Latter-day Saints, which was getting ready to divest itself of hospitals in Utah and Idaho. Nelson was assigned to the divestiture and moved to the accounting firm's Salt Lake office in 1974, where he worked closely with representatives from the church.

When the newly formed Intermountain Health Care (it has since changed the name to make Healthcare one word) needed a chief financial officer, he applied. And that began a long career with Intermountain that would take the young man, 29 when he came on board, to the pinnacle of the organization.

At the time, it was just a family-friendly decision. "I loved public accounting, but I was working 60-70 hours a week," he said. "The kids (he has eight) were asking where I was. This was an opportunity to get more control in my life, and I liked the people and organization (at Intermountain)."

Were he keeping score, he says, his career has had more high points than lows. He's received prestigious awards and Intermountain has been honored a number of times as an example of a well-run health-care system. Among his favorite honors is a national study that says if the care and cost in three areas — Rochester, N.Y.; Salt Lake City and Portland, Ore. — could be replicated nationwide, Americans would save $35 billion and the outcomes for patients would be significantly better.

Over the years, he's developed some definite ideas about what makes a health-care system work — and what reform ought to look like.

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